Contemplating the Impact of the Moderators Agency Cost and Number of Supervisors on Corporate Sustainability Under the Aegis of a Cognitive CEO

Sarfraz, Muddassar; Öztürk, İlknur; Shah, Syed Ghulam Meran; Maqbool, Adnan

doi:10.3389/fpsyg.2020.00965

Cited by 36 publications

(31 citation statements)

References 63 publications

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“…Several robustness checks were conducted to further verify the findings. First, corporate ownership is one of the important differences among Chinese companies ( Yang and Wang, 2014 ; Li H. et al, 2020 ; Sarfraz et al, 2020b ). Considering the influence of corporate ownership, we excluded the 5 years data corresponding to a state-owned enterprise in the sample and conducted regression for non-state-owned enterprises.…”

Section: Resultsmentioning

confidence: 99%

The Impact of Chair–Team Sociodemographic Dissimilarity on the Relation Between Chair Power and Entrepreneurial Ventures’ R&D Intensity: Evidence From China

Zheng

Dai

et al. 2021

Front. Psychol.

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Contemplating the actual leaders of entrepreneurial firms and socio demographic dissimilarity between leaders and their teams, this study adopts panel data on the entrepreneurial firms of the China’s Growth Enterprise Market and empirically examines the influence of chair power on research and development (R&D) intensity of entrepreneurial firms from the perspective of social identity. The results indicate that chair power positively affects entrepreneurial firms’ R&D intensity. The chair–team sociodemographic dissimilarity moderates the relationship in such a way that chair power is negatively related to entrepreneurial firms’ R&D intensity only when chair–team sociodemographic dissimilarity is high. The execution of robustness checks authenticates the veracity of the empirical results.

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Section: Resultsmentioning

confidence: 99%

The Impact of Chair–Team Sociodemographic Dissimilarity on the Relation Between Chair Power and Entrepreneurial Ventures’ R&D Intensity: Evidence From China

Zheng

Dai

et al. 2021

Front. Psychol.

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“…“Dual” represents the successor having both designation (chairman and chief executive both) (Chen, Zhou, & Zhu, 2019). Similarly, “Degree” 3 (Wong & Chen, 2018, Shah, Sarfraz, et al, 2019; Shah, Tang, et al, 2019; Sarfraz, He, Shah, & Fareed, 2020; Sarfraz, Ozturk, Shah, & Maqbool, 2020) and “SOE” have been included in the regression following the prior literature (Sarfraz, He, et al, 2020; Sarfraz, Ozturk, et al, 2020). Lastly, the variable NDIR (number of directors) indicates the board size of the firms.…”

Section: Empirical Modelsmentioning

confidence: 99%

Demonstrating the interconnection of hierarchical order disturbances in CEO succession with corporate social responsibility and environmental sustainability

Sarfraz

Shah

Fareed

et al. 2020

Corp Soc Responsibility Env

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This study contemplates the negative interconnection between hierarchical order disturbance in chief executive officer succession and corporate social responsibility. The study contributes while formulating corporate social responsibility ratio index, hierarchical order disturbances, and hierarchical order disturbance intensity. Significantly, corporate social responsibility index has been formulated through demonstrating 13 attributes constituting the GRI sustainable and environmental sustainable development reports. We have analyzed the data of 2,644 listed firms for the years 2014-2018. 2SLS instrumental regression and GMM techniques have been executed for confirmation of the authenticity of the results. Empirical results enunciate that incumbent chief executive officers via hierarchical order disturbance having technical education are more orientated toward corporate social responsibility activities. It has been evaluated that medium and high hierarchical order disturbance and intensity in chief executive officers succession influence the corporate social responsibility activity negatively. Specifically, firms having large number of employees prefer to adopt activity. Conclusively, the role of independent directors has been contemplated as moderators while orientating the novel successor toward corporate social responsibility activity.

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“…Organizational psychology would shed light on this line of research. There is a need to explore how the cognitions, attitudes, and emotions of managers and employees (cf., Chin et al, 2013;Li et al, 2020;Sarfraz et al, 2020) play a role in corporate sustainability paradox management. For instance, the significant role of paradoxical thinking is reflected in its dual effect.…”

Section: Agenda For Future Researchmentioning

confidence: 99%

Corporate Sustainability Paradox Management: A Systematic Review and Future Agenda

et al. 2020

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Increasing evidence suggests that corporate sustainability is paradoxical in nature, as corporates and managers have to achieve economic, social, and environmental goals, simultaneously. While a paradox perspective has been broadly incorporated into sustainability research for more than a decade, it has resulted in limited improvement in our understanding of corporate sustainability paradox management. In this study, the authors conduct a systematic review of the literature of corporate sustainability paradox management by adopting the Smith–Lewis three-stage model of dynamic equilibrium. The results reveal the following: (1) Both environmental and cognitive factors manifest tensions arising from the sustainability paradox. (2) While both proactive and defensive strategies are adopted to manage the tensions embedded in the corporate sustainability, the proactive strategy is more extensively studied in the current literature. (3) Management strategies of corporate sustainability paradox are characterized as multi-level, multi-stage, and dealing with multiple paradoxes. (4) Proactive strategies enable organizations to enjoy short-term and long-term sustainability benefits. The authors call for further research explicitly addressing the following areas: (1) the paradoxical nature of corporate sustainability management; (2) corporate sustainability paradox management of for-profit organizations; (3) the micro-foundations of corporate sustainability paradox management; (4) defensive strategies and new proactive strategies; and (5) a unified standard of sustainability outcomes. The practical implications of this review are then elaborated. In practice, the results imply that organizations would best manage the corporate sustainability paradox by understanding the paradox and its equilibrium stages. This review and proposed research agenda are expected to deepen interdisciplinary knowledge and set the stage for interested scholars to undertake in their future inquiries.

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Contemplating the Impact of the Moderators Agency Cost and Number of Supervisors on Corporate Sustainability Under the Aegis of a Cognitive CEO

Cited by 36 publications

References 63 publications

The Impact of Chair–Team Sociodemographic Dissimilarity on the Relation Between Chair Power and Entrepreneurial Ventures’ R&D Intensity: Evidence From China

The Impact of Chair–Team Sociodemographic Dissimilarity on the Relation Between Chair Power and Entrepreneurial Ventures’ R&D Intensity: Evidence From China

Demonstrating the interconnection of hierarchical order disturbances in CEO succession with corporate social responsibility and environmental sustainability

Corporate Sustainability Paradox Management: A Systematic Review and Future Agenda

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