Board gender diversity and corporate social responsibility

Yuan Chang (), Kun-Tsung Wu (), Shu-Hui Lin () and Chia-Jung Lin ()
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Yuan Chang: National Changhua University of Education
Kun-Tsung Wu: National Changhua University of Education
Shu-Hui Lin: National Changhua University of Education
Chia-Jung Lin: National Changhua University of Education

International Journal of Corporate Social Responsibility, 2024, vol. 9, issue 1, 1-29

Abstract: Abstract Based on a total of 1,590 listed non-financial firms on the Taiwan Stock Exchange and the Taipei Exchange (formerly the Over The Counter securities market) covering the period of 2007~2020, this study examines whether firm's performance on Corporate Social Responsibility (CSR) is affected by corporate board gender diversity. Based on the Upper Echelons Theory, the Agency Theory and the Resource Dependence Theory, increasing the number of female director to achieve higher level of gender diversity brings forth traits such as compassion, kindness, helpfulness, empathy, interpersonal sensitivity, a willingness to nurture, and a greater concern for others' well-being. These traits help firms form policies that prioritize stakeholders' welfare. Moreover, board gender diversity corresponds to a more diverse and broad background, understanding and experience of business operations, enabling firms to better understand where the key interest groups they face are and what they value. This allows firms to make more effective and better-performing decision in CSR. Through correlation analysis and multiple regression estimation, the principal outcome shows that greater degree of board gender diversity is associated with better CSR performance, confirming the hypothesis that a more gender diversified board enhances the efficiency of monitoring and advising function of board and then forming corporate strategies and implementations toward a better stakeholders’ management.

Keywords: Board gender diversity; Corporate social responsibility (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1186/s40991-024-00095-x

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