Ownership influences on corporate social responsibility in the Indian context

James J. Cordeiro (), Ambra Galeazzo (), Tara Shankar Shaw (), Rajaram Veliyath () and M. K. Nandakumar ()
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James J. Cordeiro: State University of New York, Brockport
Ambra Galeazzo: University of Padova
Tara Shankar Shaw: Indian Institute of Technology (IIT) Bombay
Rajaram Veliyath: Kennesaw State University
M. K. Nandakumar: Indian Institute of Management Kozhikode

Asia Pacific Journal of Management, 2018, vol. 35, issue 4, No 11, 1107-1136

Abstract: Abstract The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 500 large Indian companies to test a model of corporate ownership forms as key determinants of CSR engagement in India. Based on neo-institutional theory, our model of CSR determinants investigates the roles of three salient aspects of ownership namely multinational ownership/affiliation, state ownership and family ownership and control, after controlling for the influence of firm size, firm age, leverage, the availability of slack resources, profitability and various governance attributes. Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. We offer our conjectures on this anomalous finding and the research possibilities it opens up.

Keywords: Corporate social responsibility; Multinational ownership; Family ownership and control; State ownership; Indian firms (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (25)

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DOI: 10.1007/s10490-017-9546-8

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