Boards of directors and corporate social responsibility performance

Shaker A. Zahm

European Management Journal, 1989, vol. 7, issue 2, 240-247

Abstract: Do boards of directors influence corporate social responsibility performance (CSRP)? If so, how? These two questions have been the focus of attention in a growing, but fragmented, body of the literature that is replete with contradictory findings. The present article proposes a preliminary model that focuses on board composition, characteristics and decision-making process as potential predictors of CSRP. Data from a field study corroborate the model's central arguments. The results urge executives and scholars to go beyond composition variables to explain boards' effect on CSRP. The results show that an appropriate mix of directors' characteristics and the development of a sound board decision-making process are also crucial determinants of CSRP.

Date: 1989
References: Add references at CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/0263237389900728
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:7:y:1989:i:2:p:240-247

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic
http://www.elsevier. ... me/115/bibliographic

Access Statistics for this article

European Management Journal is currently edited by Michael Haenlein

More articles in European Management Journal from Elsevier
Bibliographic data for series maintained by Catherine Liu ().