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    The Impact of Board Structure on Corporate Social Responsibility: A Temporal View

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    Fulltext not available
    Authors
    Galbreath, Jeremy
    Date
    2016
    Type
    Journal Article
    
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    Citation
    Galbreath, J. 2016. The Impact of Board Structure on Corporate Social Responsibility: A Temporal View. Business Strategy and the Environment.
    Source Title
    Business Strategy and the Environment
    DOI
    10.1002/bse.1922
    ISSN
    0964-4733
    School
    Curtin Graduate School of Business
    URI
    http://hdl.handle.net/20.500.11937/28434
    Collection
    • Curtin Research Publications
    Abstract

    Time plays an important role in corporate social responsibility (CSR) decisions. In the context of time and the boardroom, the consideration of CSR can be affected by board structure. For example, because of considerable short-term pressures, this study posits that insiders on the board are less likely to prioritize the longer-term time horizons needed to affect CSR. Following this perspective, a hypothesis is put forth that insiders generally have temporal orientations that are more short term in nature and that they therefore have a negative effect on CSR. A study of 300 of Australia's largest firms confirmed this hypothesis. However, when inside director compensation linked to environmental and social metrics and inside director CSR training are introduced as moderating variables, their interactive effects lead to positive results: both positively moderate the negative insider-CSR relationship in environmental and social dimensions. The study contributes to a temporal view of boards of directors, as well as to corporate governance and CSR. © 2016 John Wiley & Sons, Ltd and ERP Environment.

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