Corporate Governance, Responsible Managerial Behavior, and Corporate Social Responsibility: Organizational Efficiency Versus Organizational Legitimacy?

Filatotchev, Igor; Nakajima, Chizu

doi:10.5465/amp.2014.0014

Cited by 178 publications

(149 citation statements)

References 83 publications

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“…Recent research on corporate governance provides ideas on how to mitigate the search for scapegoats and to foster forward-looking risk management. Filatotchev and Nakajima (2014) argue that corporate governance that focuses on strategic, rather than financial controls, shifts accountability to stakeholders beyond shareholders and incentivises long-term thinking. Such governance favours large block shareholding with a strong focus on long-term institutional investors, establishes non-hierarchical systems of communication and accountability to external constituencies, and creates incentives to contribute to the triple bottom line of social, environmental and financial performance (Filatotchev and Nakajima, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Filatotchev and Nakajima (2014) argue that corporate governance that focuses on strategic, rather than financial controls, shifts accountability to stakeholders beyond shareholders and incentivises long-term thinking. Such governance favours large block shareholding with a strong focus on long-term institutional investors, establishes non-hierarchical systems of communication and accountability to external constituencies, and creates incentives to contribute to the triple bottom line of social, environmental and financial performance (Filatotchev and Nakajima, 2014). As a case in point, the CSR department of one of the interviewed banks had the mandate to manage the bank's reputational risks and, as a consequence, the CSR managers acted as responsible leaders who tried to promote a long-29 term risk mentality among their colleagues.…”

Section: Discussionmentioning

confidence: 99%

“…Responsible leadership research thereby broadens the understanding of leadership ethics in that it has an explicit stakeholder focus and connects leadership with firm-level issues of CSR (Filatotchev and Nakajima, 2014;Maak and Pless, 2006;Waldman, 2011). The work of Maak and Pless in particular has advanced considerably the emerging field of responsible leadership research (see e.g., Maak, 2007;Maak andPless, 2006, 2009;Pless, 2007;Pless and Maak, 2011).…”

Section: Recent Research On Responsible Leadershipmentioning

confidence: 99%

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What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research

Voegtlin

2016

Leadership

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This paper extends research on ethical leadership by proposing a responsibility orientation for leaders. Responsible leadership is based on the concept of leaders who are not isolated from the environment, who critically evaluate prevailing norms, are forward looking, share responsibility, and aim to solve problems collectively. Adding such a responsibility orientation helps to address critical issues that persist in research on ethical leadership. The paper discusses important aspects of responsible leadership, which include being able to make informed ethical judgments about prevailing norms and rules, communicating effectively with stakeholders, engaging in long-term thinking and in perspective taking, displaying moral courage, and aspiring to positive change. Furthermore, responsible leadership means actively engaging stakeholders, encouraging participative decision making, and aiming for shared problem solving. A case study that draws on in-depth interviews with the representatives of businesses and nongovernmental organizations illustrates the practical relevance of thinking about responsibility and reveals the challenges of responsible leadership.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Recent Research On Responsible Leadershipmentioning

confidence: 99%

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What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research

Voegtlin

2016

Leadership

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“…Kurumsal beklentiler, büyük çaplı paydaĢların talepleri ve beklenen sosyal davranıĢlara uymak konusunda firmalar üzerinde baskı oluĢturmaktadır (Filatotchev ve Nakajima, 2014). Kâr amacıyla hareket eden veya etmeyen farklı sosyal aktörler faaliyet gösterdikleri kurumsal çevre içerisindeki düzenleyiciler, değerler ve kurumsal normlardan etkilenmektedirler (DiMaggio ve Powell, 1983).…”

Section: Yönetim Kurulu çEşitliliği Ve Kurumsal Sosyalunclassified

Yönetim kurulu çeşitliliği ve kurumsal sosyal sorumluluk söylemleri arasındaki ilişki: Kurumsal çevrenin moderatör etkisi

KOPARAN¹

2016

Ankara Üniversitesi SBF Dergisi

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Bu araĢtırmanın amacı, yönetim kurulu çeĢitliliği ve kurumsal sosyal sorumluluk (KSS) söylemleri arasındaki iliĢkide faaliyet gösterilen ülkeye ait kurumsal çevrenin moderatör etkisini ortaya koymaktır. Ġlgili literatür çerçevesinde geliĢtirilen araĢtırma hipotezleri 30 ülkeden seçilen 192 iĢletmeden, nitel ve nicel veri toplama araçları bir arada kullanılarak elde edilen veriler ile test edilmektedir. Elde edilen bulgular, kurulda yer alan kadın üye oranı ve Ph.D. derecesine sahip üye oranı ile KSS arasında pozitif yönlü bir iliĢkiye kanıt sağlarken, MBA derecesine sahip üye oranı için elde edilen iliĢki negatif yönlüdür. Analiz sonuçları YK çeĢitliliği ile KSS arasındaki bu iliĢkilerin kurumsal çevre boyutları olarak ele alınan düzenleyici, normatif ve biliĢsel çevrenin güçlü ve zayıf düzeylerine göre farklılaĢacağını ifade eden moderatör hipotezlere de çeĢitli düzeylerde kanıt sağlamaktadır. The Relationship Between Board Diversity and Corporate Social Responsibility Disclosures: The Moderator Effect of Institutional Environment AbstractThe purpose of this study is to examine the moderator effect of the country's institutional environment on the relationship between board diversity and corporate social responsibility (CSR) disclosures. The research hypotheses developed in the framework of the related literature are tested by means of data obtained from the administration of both qualitative and quantitative data collection instruments to the 192 business organizations chosen among 30 countries. The findings showed a positive relationship between CSR and the ratio of female members in the board, and the ratio of members with a Ph.D. degree, but the obtained findings for the member rate having MBA was found to be negative. The results of the analysis provide evidences for moderator hypotheses which assert that this relationship between board diversity and CSR differ according to the level of weakness and powerful of regulatory, normative and cognitive environments as corporate environmental dimensions.

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“…Theoretical perspectives on responsible leadership are largely based on Western concepts, such as Habermas's theory of discourse ethics and deliberative democracy (Scherer and Palazzo 2007;Voegtlin et al 2012), the Kantian distinction between ''duties of perfect and of imperfect obligation'' (i.e., the idea that leaders have the duty to refrain from harming others and the duty to advance the aims of others) (Stahl and Sully de Luque 2014), or the idea rooted in agency theory that good corporate governance requires executives to act as agents of shareholders (Filatotchev and Nakajima 2014;Shleifer and Vishny 1997). It is not clear to what extent these concepts and ideas apply outside North America and Europe, specifically Asia.…”

Section: Leaders' Responsibility Orientations and Underlying Assumptimentioning

confidence: 99%

Foundations of Responsible Leadership: Asian Versus Western Executive Responsibility Orientations Toward Key Stakeholders

2015

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Exploring the construct of social-responsibility orientation across three Asian and two Western societies (Germany, Hong Kong, Japan, South Korea, and the United States), we show evidence that top-level executives in these societies hold fundamentally different beliefs about their responsibilities toward different stakeholders, with concomitant implications for their understanding and enactment of responsible leadership. We further find that these variations are more closely aligned with institutional factors than with cultural variables, suggesting a need to clarify the connection between culture and institutions on the one hand and culture and social-responsibility orientations on the other.

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Corporate Governance, Responsible Managerial Behavior, and Corporate Social Responsibility: Organizational Efficiency Versus Organizational Legitimacy?

Cited by 178 publications

References 83 publications

What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research

What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research

Yönetim kurulu çeşitliliği ve kurumsal sosyal sorumluluk söylemleri arasındaki ilişki: Kurumsal çevrenin moderatör etkisi

Foundations of Responsible Leadership: Asian Versus Western Executive Responsibility Orientations Toward Key Stakeholders

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