Nature of the Director's profile and Knowledge Transfer in Corporate Social Responsibility: A Literature-based Approach
Hazar Ben Barka and
Sarah Mokaddem ()
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Sarah Mokaddem: CEPN - Centre d'Economie de l'Université Paris Nord - UP13 - Université Paris 13 - USPC - Université Sorbonne Paris Cité - CNRS - Centre National de la Recherche Scientifique
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Abstract:
Board Interlocks could have a positive effect on the adoption of governance practices and especially on the Corporate Social Responsibility (CSR). We surpass the predictions of the agency theory by proposing a cognitive-behavioral approach of governance to define the role of director. Given the lack of previous researches, a literature-based approach comes as a necessity. We study the connection between the nature of the director's profile and the knowledge transfer in CSR practices; and this could be beneficiary for the boards of directors. We underline the importance of individual director characteristics such as identification, recognition or motivation in the success of this transfer.
Keywords: CSR; Profile of the director; Knowledge Transfer; Board of Directors' Network. Behavioral Governance; CSR. (search for similar items in EconPapers)
Date: 2012-03-29
New Economics Papers: this item is included in nep-cse and nep-his
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Published in ADERSE 9 TH INTERNATIONAL CONGRESS CSR, globalisation, normalisation: new issues induced by the crisis., Mar 2012, NICE, France
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00692350
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