Connecting the Dots : Do Financial Analysts Help Corporate Boards Improve Corporate Social Responsibility?
Hussain, Nazim; García-Sánchez, Isabel-María; Khan, Sana Akbar; Khan, Zaheer; Martínez-Ferrero, Jennifer (2021-12-26)
Hussain, Nazim
García-Sánchez, Isabel-María
Khan, Sana Akbar
Khan, Zaheer
Martínez-Ferrero, Jennifer
Wiley
26.12.2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202201051220
https://urn.fi/URN:NBN:fi-fe202201051220
Kuvaus
vertaisarvioitu
© 2021 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management. Published by John Wiley & Sons Ltd, 9600 Garsington Road, Oxford OX4 2DQ, UK and 350 Main Street, Malden, MA, 02148, USA. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
© 2021 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management. Published by John Wiley & Sons Ltd, 9600 Garsington Road, Oxford OX4 2DQ, UK and 350 Main Street, Malden, MA, 02148, USA. This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
Tiivistelmä
This paper presents an examination of the joint impact of board structural elements at firm level and financial analysts as market-level corporate governance (CG) on corporate social responsibility (CSR) performance. Our study contributes to the CG–CSR literature by adopting the bundling approach, a perspective that has recently attracted researchers’ attention as an answer to any heterogeneity and fragmentation in existing findings. It is based on an extensive sample consisting of 7,739 firm-year observations of US firms for the 2006–2015 period. The findings suggest that financial analysts complement the corporate board with more independence, gender diversity and a specialized CSR committee to realize a certain level of CSR performance of a firm. The findings also indicate that analysts substitute for those internal governance factors that are associated with weaker boards – larger sizes and dual-role CEOs. We also draw implications for research and practice from our findings.
Kokoelmat
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