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Full Description
The decision to engage in corporate social action (CSA), and the debates regarding its costs, benefits and implications to corporate performance represent a demanding issue for scholars and managers. Research is inconclusive regarding the causal relations between CSA, corporate social performance (CSP) and corporate financial performance (CFP), despite numerous empirical and theoretical studies devoted to the issue. This book presents an in-depth study of corporate social action and the factors influencing a decision to engage in it. Going beyond the causal relationship between CSA and firm performance, the book stresses the link between CSA and a firm's core managerial policies and practices, reflecting the complexity and varied facets of CSA and the numerous internal and external factors that influence its outcomes. The book draws on the experiences of various industrial sectors to reveal the importance of a range of issues such as top management pay dispersion and ownership structure, which may influence the firm's decision to engage in CSA. It also explores some of the external influences on firms, such as institutional norms, the geopolitical environment and the industrial sector. The first part of the book provides an overview of the thematic issues of CSA and performance. The second part presents a series of empirical studies that examine factors and determinants of CSA. The third part presents case studies to illustrate the processes and outcomes of CSA policy and strategy in environmentally hazardous industries.
Contents
List of contributors
Acknowledgement
Aspects, determinants and outcomes of Corporate Social Action; Ronny Manos, Israel Drori
PART I: REVIEW OF CSA AND CORPORATE PERFORMANCE
1. Corporate social responsibility and financial performance; Dennis J. Aigner
2. Corporate social action in developing economies; Abdullah Al Mamun, Mariano L.M. Heyden, Michael Seamer
3. Institutional perspective on the relationship between corporate social and financial performance: The case of China; Xudong Chen, Wiboon Kittilaksanawong, Pingping Weng
PART II: EMPIRICAL PAPERS OF ASPECTS, DETERMINANTS AND OUTCOMES OF CSA
4. Stock price reactions on corporate layoff announcements - a resource and systems theory-based analysis of socially accepted
layoff; Lars Schweizer, Paul T. Bilsdorfer
5. Corporate social action andnewspaper media-therole of geopoliticalrisk; Ronny Manos, Israel Drori
6. Top management team pay dispersion and corporate social action: Empirical evidence from USA banks; Won-Yong Oh, Soonchul Hyun, Seoyeon Park
7. The effects of CEO characteristics and incentives on corporate social responsibility; Zhenhua Li, Seoyeon Park, Won-Yong Oh
8. What drives firm's corporate social responsibility: The role of power concentration; Patrica Crifo, Marc-Arthur Diaye, Rim Oueghlissi, Sanja Pekovic
Part III: CASE STUDIES OF CSA OUTCOMES IN ENVIRONMENTAL HAZARDOUS INDUSTRIES
9. Corporate social action and its outcomes: The case of Goa's iron ore mining industry; C.M. Ramesh, Ranjini Swamy
10. Corporate social responsibility and stakeholders in the oil industry: A relationship analysis; Ian A. Birdsall, Parisa Ellisor
Concluding remarks; Israel Drori, Ronny Manos
Index
atrica Crifo, Marc-Arthur Diaye, Rim Oueghlissi, Sanja Pekovic.- 9) Corporate Social Action and its Outcomes: The Case of Goa's Iron Ore Mining Industry; C.M. Ramesh, Ranjini Swamy.- 10) Corporate Social Responsibility and Stakeholders in the Oil Industry: A Relationship Analysis; Ian A. Birdsall, Parisa Ellisor.- Concluding Remarks; Israel Drori, Ronny Manos.
