In this article, we examine whether, and how, positive and negative corporate social responsibility events relate to specific demographic characteristics such as directors' age in Asian emerging economies. Using the upper echelon hypothetical perspective of Hambrick and Mason (1984) and based on evidence gathered on 21,647 directors from Malaysia, Indonesia, Thailand, India, and the Philippines, we find that the demographic characteristics of top management team (TMT), particularly directors' age, has a significant relationship with corporate social responsibilities. Demographic characteristics of directors are an important way to measure individual cognitive bases; cognitive bases in turn combine to create certain team abilities and tendencies, resulting in patterns in board decision outcomes. K E Y W O R D S corporate social responsibility, directors' age, emerging economies 1 | INTRODUCTION Hambrick and Mason's (1984) seminal work documented that the upper echelon characteristics (including both psychological characteristics such as behaviors and values, and observable characteristics like age) of top managers in a firm affects that organization's performance or outcomes. Prior research has also indicated that the demographic characteristics of corporate board members, most importantly their age, skill, education, and expertise, are necessary to improve the quality of decision-making, policy and CSR strategy (Mackenzie, 2007; Strandberg, ; Tang, Qian, Chen, & Shen, 2015). Literature also specifically looked at CEO's importance on CSR activities where top managers were identified as drivers for CSR activities (Godoz-Diez, Fernández-Gago, & Martínez-Campillo, 2011). Aging workforce and age diversity in western developed economies are one of those key issues that these countries policy makers and businesses are struggling to deal with (HRM online, 2018; Open Access Government, 2019; UK House of Parliament, 2011). However, question remains as to how aging issues matters in emerging economies especially in business context. We choose to investigate a specific aspect that is if and how positive and negative corporate social responsibility (CSR) events relate to a directors' age in Asian emerging economies. In our study, we ask the following research question: "Does the directors' age impact corporate social responsibilities in emerging economies?" Age here serves as a proxy of directors' general business experience and maturity in directing the operations of boardrooms. Age-variation in mental abilities is likely to affect board productivity, because they are one of the most important determinants of continued learning and strategic support (Barrett & Depinet, 1991). We use the postulation of Verhaegen and Salthouse (1997), which argues that our cognitive abilities decline significantly by the age of 50 years and possibly brunt board performance. We therefore integrate upper echelon theory to develop a model identifying social and organizational factors which impact CSR practices. Based on literature review, we deve...
Two frequently researched fundamental factors in the recent business arena are corporate governance and corporate social responsibility (CSR). Though the earlier is globalized in various aspects, the latter is still traditionally identified as a Western practice for corporations. This research paper argues that Multi‐national Corporations (MNCs) from emerging economies contribute to their parent country's business dynamics including CSR through “reverse knowledge innovation.” To some extent, CSR is prioritized and implemented in these emerging economies, as their MNCs adopt and diffuse CSR practices domestically through reverse knowledge flows. Based on 10 economies from Asia in terms of CSR adoption, we find that CSR is largely considered a Western business innovation among the emerging economies and their home‐grown multinationals are the main vehicle of transfer in this case. This study identifies that there are three different levels of CSR adoption depending on a country's phase of economic development: Luxury, diffusion, and institutionalized. The study thus contributes in terms of a multi‐level theory by highlighting a source of CSR variation at the national level in the domain of Asian emerging economies.
With the advent of technological revolutions, India got some major opportunities to leverage its Information technology industry and bring it to the world forum as a preferred destination.Unparalleled business growth of the IT industry has been majorly possible due to its unique business model that pulls the strength of internationalization. This chapter gives the history of information technology, followed by an overview of the Indian IT industry, and its global dominance. In doing so, this chapter discusses the interesting theoretical models and frameworks that largely explain the success of the Indian IT industry followed by the elaboration on its innovative global delivery model that utilizes internationalization to gain competitive advantages. This chapter concludes with the implications of the internationalization strategies and approaches to foster business growth for the Indian IT industry.
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