Is some CSR just CEOs’ selfishness? Study rejects suggestions of reputation-building

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Using CEO pay slice, CEO tenure and CEO duality to measure CEO power, the authors show that CEO power is negatively correlated with firm’s choice to engage in corporate social responsibility (CSR) and with the level of CSR activities in the firm. Furthermore, the results suggest that CSR activities are in fact value enhancing in that as firms engage in more CSR activities, their value increases.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "Is some CSR just CEOs’ selfishness? Study rejects suggestions of reputation-building", Strategic Direction, Vol. 33 No. 4, pp. 10-12. https://doi.org/10.1108/SD-01-2017-0005