The Influence of Top Managers' Values on Corporate Social Performance: A Meta-Analysis

摘要

Corporate social responsibility (CSR) and corporate social performance (CSP) have garnered research attention from both scholars and practitioners. CSP is the end result of CSR activities (Barnett, 2007; Wood, 1991), which can be defined as "actions that appear to further some social good, beyond the interests of the firm and that which is required by law" (McWilliams and Siegel, 2001: 117). Numerous studies have examined different aspects of CSP, such as definition and measures (Carroll, 1979; Margolis and Walsh, 2003), the relationship with financial performance (McWilliams and Siegel, 2000; Orlitzky, 2011; Saeidi et al., 2015; Waddock and Graves, 1997), and the determinants of CSP (Berrone and Gomez-Mejia, 2009), of which the determinants of CSP have received increasing attention (Grow et al., 2005; Orlitzky, 2011). Researchers have identified and examined various factors that influence CSP, such as executive compensation, firm-level strategies, institutional ownership, organizational design, and top managers' values (Berrone and Gomez-Mejia, 2009; Graves and Waddock, 1994; McWilliams and Siegel, 2000; Russo and Harrison, 2005). Among these determinants, scholars have called for more research on the influence of top management on CSP (Thomas and Simerly, 1995; Waldman et al., 2006).