CEO network centrality and corporate social responsibility

Adrien Bouchet, Xuehu Song and Li Sun

Social Responsibility Journal, 2020, vol. 18, issue 1, 106-127

Abstract: Purpose - This study aims to examine the impact of a chief executive officer (CEO) social network centrality on corporate social responsibility (CSR) performance. Design/methodology/approach - This study carries out a multivariate linear regression analysis on a panel data sample of 11,507 firm-year observations (representing 1,386 unique US firms) from 2004 to 2014. Findings - This paper finds a significant negative relation between CEO network centrality and irresponsible CSR performance (measured as CSR concerns). The findings suggest that better-connected CEOs can better mitigate CSR concerns or weaknesses, leading to improved overall CSR performance of a firm. Originality/value - This is the first study that directly examines the empirical link between CEO centrality and CSR performance.

Keywords: Corporate social responsibility; Social network analysis; Chief executive officers; Social network centrality; C12; M10; M40 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:eme:srjpps:srj-04-2020-0147

DOI: 10.1108/SRJ-04-2020-0147

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