CEO Overconfidence and CSR Engagement

Roger C. Y. Chen (), Shih-Wei Hung and Yu-Chen Wei ()
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Roger C. Y. Chen: Department of Finance, I-Shou University, Taiwan
Shih-Wei Hung: Department of Finance, National Taipei University of Business, Taiwan
Yu-Chen Wei: Department of Money and Banking, National Kaohsiung University of Science and Technology Diyi Campus, Taiwan

Review of Pacific Basin Financial Markets and Policies (RPBFMP), 2022, vol. 25, issue 04, 1-31

Abstract: This study explored the impact of CEO overconfidence on corporate social responsibility (CSR). We found that overconfident CEOs do not like to engage in CSR actives. Moreover, a firm with better CSR performance and overconfident CEOs could increase the probability of agency problems. This implied that overconfident CEO is engaged in CSR based on self-interest motivation to reduce operating performance of the firm.

Keywords: Corporate social responsibility; overconfidence; operating performance (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1142/S0219091522500254

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