The role of human and social board capital in driving CSR reporting
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Otros documentos de la autoría: Ramón-Llorens, M. Camino; García-Meca, Emma; Pucheta-Martínez, María Consuelo
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Título
The role of human and social board capital in driving CSR reportingFecha de publicación
2018Editor
ElsevierISSN
0024-6301Cita bibliográfica
Ramón-Llorens, M.C., Long Range Planning (2018), https://doi.org/10.1016/j.lrp.2018.08.001Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
https://www.sciencedirect.com/science/article/pii/S0024630117305241Versión
info:eu-repo/semantics/submittedVersionPalabras clave / Materias
Resumen
The objective of this paper is to analyze the effect of the professional, technical and relational
background (human and social capital) of outside directors on promoting firm CSR disclosure.
Following the Hillman ... [+]
The objective of this paper is to analyze the effect of the professional, technical and relational
background (human and social capital) of outside directors on promoting firm CSR disclosure.
Following the Hillman et al. (2000) taxonomy of board members, we classify outside directors as
business experts, support specialists and community influential, and examine whether business
and technical expertise or political ties in the boardroom affect CSR disclosure.
This study confirms that not all outside directors are equally effective in improving CSR
disclosure and that only certain kinds of outside directors, those classified as support specialists,
help promote it. On the other hand, our findings also show that directors with previous experience
as politicians affect CSR disclosure negatively, probably due to their interests in safeguarding
their reputation within the company, in avoiding public scrutiny and in protecting their
political connections. In addition, our set of analysis with interaction effects reveals that powerful
CEOs have the incentive to promote CSR-related strategies and to convince business experts and
support specialist directors to enhance profitable sustainability strategies and transparency in
CSR disclosure. Nevertheless, the powerful CEO effect is not enough to compensate the negative
role of political directors on CSR reporting. Therefore, this paper supports the theories in favor of
analyzing the multiple configurations of corporate governance mechanisms by adopting a holistic
approach, and the need to combine these configurations in order to analyze their impact on CSR
behavior. [-]
Publicado en
Long Range Planning. Available online 25 August 2018Proyecto de investigación
ECO 2017-82259-RDerechos de acceso
© 2018 Elsevier Ltd. All rights reserved.
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