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    Alliance Network Centrality, Board Composition, and Corporate Social Performance

    Access Status
    Fulltext not available
    Authors
    Macaulay, C.
    Richard, O.
    Peng, Mike
    Hasenhuttl, M.
    Date
    2017
    Type
    Journal Article
    
    Metadata
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    Citation
    Macaulay, C. and Richard, O. and Peng, M. and Hasenhuttl, M. 2017. Alliance Network Centrality, Board Composition, and Corporate Social Performance. Journal of Business Ethics. 151 (4): pp. 997-1008.
    Source Title
    Journal of Business Ethics
    DOI
    10.1007/s10551-017-3566-7
    ISSN
    0167-4544
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/54032
    Collection
    • Curtin Research Publications
    Abstract

    What critical characteristics do firms have that determine the scale and scope of corporate social responsibility activities they undertake? This paper examines two disparate predictors of corporate social performance. First, using the lens of the resource-based view, we examine the role of alliance network centrality on corporate social performance. We find that centrality enhances corporate social performance. Second, we investigate how board composition affects corporate social performance. Specifically, drawing on stakeholder theory, we find that the percentage of female directors predicts greater corporate social performance. In addition, we look at the influence of outside directors on this relationship. Our findings show that the presence of more outside directors positively moderates the relationship between female directors and corporate social performance.

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