CEO compensation and corporate social responsibility

Jian, Meng; Lee, Kin‐Wai

doi:10.1016/j.mulfin.2014.11.004

Cited by 111 publications

(95 citation statements)

References 64 publications

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“…High remuneration levels may also motivate senior administrators to put forth greater efforts in business operations for the benefit of their company and shareholders, which would increase information disclosure and set up a more enthusiastic engagement of CSR initiatives [25]. Previous studies have presented an inconclusive relationship between senior executive compensation and CSR; some show it as being positive [16,25], while others see it as being negative [26,[43][44][45]. Jian and Lee [44] suggested that the relationship between executive (CEO) compensation and CSR depends on whether CSR is normal (optimal expenditure in CSR activities) or abnormal (overinvestment in CSR activities).…”

Section: Executive Compensationmentioning

confidence: 99%

“…Previous studies have presented an inconclusive relationship between senior executive compensation and CSR; some show it as being positive [16,25], while others see it as being negative [26,[43][44][45]. Jian and Lee [44] suggested that the relationship between executive (CEO) compensation and CSR depends on whether CSR is normal (optimal expenditure in CSR activities) or abnormal (overinvestment in CSR activities). According to Rekker et al [3], whether or not the compensation to the CEO is in the form of cash, bonus, or long-term incentive (such as equity), they all show a negative relationship between CSR activities and CEO compensation.…”

Section: Executive Compensationmentioning

confidence: 99%

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A Fusion Approach for Exploring the Key Factors of Corporate Governance on Corporate Social Responsibility Performance

Lin

Hsu

2018

Sustainability

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Abstract:It is widely recognized that a firm's well-established corporate governance (CG) has a considerable impact on its corporate social responsibility (CSR) performance. How to determine the main trigger among CG's indicators for strengthening CSR performance is thus an urgent and complicated task due to its (i.e., CSR) multi-dimensional and numerous perspectives. In order to solve this critical problem, the study breaks down CSR into four dimensions and further examines the impact of CG's indicators on each CSR dimension by joint utilization of rough set theory (RST) and decision tree (DT). By doing so, users can realize which one CG indicator is the most essential to CSR performance. Managers can take the results as a reference to allocate valuable and scarce resources to the right place so as to enhance CSR performance in the future. To solidify our research finding, we transform the CSR forecasting model selection into a multiple criteria decision making (MCDM) task and execute a MCDM algorithm. By implementing the MCDM algorithm, users can achieve a much more reliable and consensus decision in today's highly turbulent economic environment. The proposed mechanism, examined by real cases, is a promising alternative for CSR performance forecasting.

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Section: Executive Compensationmentioning

confidence: 99%

Section: Executive Compensationmentioning

confidence: 99%

A Fusion Approach for Exploring the Key Factors of Corporate Governance on Corporate Social Responsibility Performance

Lin

Hsu

2018

Sustainability

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“…CEO compensation has a positively significant impact on performance(Jian and Lee, 2015). 4 DAE is a statistical technique used to demonstrate the relative efficiency of separable variables.5 Yuan et al (2019) andDemerjian P.R.…”

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confidence: 99%

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

et al. 2020

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One aspect of entrepreneurship psychology also clarifies individual characteristics. Drawing from entrepreneurship psychology, the concept of a cognitive CEO has been formulated using the DAE statistical technique. The study elucidates that cognitive CEOs not only boost SME performance but also invigorate CSR activity. Data for listed SMEs for the years 2016-2018 are analyzed through the panel regression technique. Significantly, the study demonstrates that CEO age is positively interlinked with the growth and CSR activity of the firm. Moreover, the empirical underpinning of the results also reveals that state-owned enterprises and firms with high total assets prefer cognitive CEOs, who accelerate the firm's value and invigorate CSR activity. The number of independent directors is analyzed as a moderator and is concluded to be an intensifier for both SME growth and CSR activity. Finally, 2SLS instrumental panel regression is used to validate the veracity of the empirical results.

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“…However, the level of CSR investment decreases after CEO power reaches a threshold. Jian and Lee (2015) find that CEOs are rewarded with high compensation for investing in optimal CSR but receive low compensation for excessive CSR investment. Deckop et al (2006) use pay structure to explain CSR.…”

Section: Ceo Overconfidence and Csrmentioning

confidence: 90%

CEO Overconfidence in Real Estate Markets: A Curse or A Blessing?

Bao¹,

Li²

2017

24th Annual European Real Estate Society Conference

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This paper studies the influence of CEO overconfidence on firms' financial performance and corporate social responsibility (CSR) in the US real estate investment trust (REIT) market.CEO overconfidence has been shown to have both negative and positive influences on firms. This paper is the first to combine the two sides in a single framework. We find that firms with overconfident CEOs tend to have better CSR performance. In addition, better CSR performance can increase firms' financial performance, but this positive relationship is undermined by the existence of overconfident CEOs. Our results not only shed light on the two sides of CEO overconfidence in the real estate sector, but also provide a new prospective for research on the CSR-financial performance relationship.

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CEO compensation and corporate social responsibility

Cited by 111 publications

References 64 publications

A Fusion Approach for Exploring the Key Factors of Corporate Governance on Corporate Social Responsibility Performance

A Fusion Approach for Exploring the Key Factors of Corporate Governance on Corporate Social Responsibility Performance

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

CEO Overconfidence in Real Estate Markets: A Curse or A Blessing?

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