Responsible Corporate Governance: Towards a Stakeholder Board of Directors?

Ayuso, Silvia; Argandoña, Antonio

doi:10.2139/ssrn.1349090

Cited by 74 publications

(79 citation statements)

References 77 publications

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“…NEDs competences are perceived as ''basic constitutive elements out of which board of directors transform inputs into outputs, or generate services'' (Zattoni & Cuomo, 2010). As a result, NEDs can enhance their roles by assembling, integrating and managing these resources (Ayuso & Argandoña, 2009;C. B. Ingley, 2008;Russo & Fouts, 1997).…”

Section: Discussion Of Findings and Theoretical Propositionsmentioning

confidence: 99%

“…The role of NEDs is found to represent the key for ensuring corporate accountability and hence, recent studies have focused on the methods of increasing board effectiveness and enhancing CG (Ayuso & Argandoña, 2009;C. Ingley & Van Der Walt, 2005;McNulty, Florackis, & Ormrod, 2013;Nicholson & Kiel, 2004).…”

Section: The Need Of Non-executives Director (Ned)mentioning

confidence: 99%

“…Finally from a structural point of view, non-executives are often required to guide companies through a period of corporate transitions (e.g. changes in ownership, re-positioning of the business) (Ayuso & Argandoña, 2009;Pass, 2004;Zattoni & Cuomo, 2010).…”

Section: The Need Of Non-executives Director (Ned)mentioning

confidence: 99%

“…The economic success is no longer the only criteria on which corporations are being judged (Ayuso & Argandoña, 2009;Carroll, 2000;Hazlett, McAdam, Sohal, Shahin, & Zairi, 2007;Jamali, 2008;Willard, 2012) pointed out, organisations are "no longer expected to be mere contributors to the global economy, but rather to reconcile and skill-fully balance multiple bottom lines and manage the interests of multiple stakeholders". Despite the growing interest in CSR, the actual performance of CSR practices is found to be relatively limited on a global basis.…”

Section: Introductionmentioning

confidence: 99%

“…Despite the growing interest in CSR, the actual performance of CSR practices is found to be relatively limited on a global basis. One of the explanations for this gap can be found in the works of Ayuso and Argandoña (2009); C. Ingley and Van Der Walt (2005); C. B. Ingley (2008) who suggested that it is the lack of ability and competency amongst boards of directors which impedes the achievements in the CSR domain.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Adoption of Corporate Social Responsibility: Board Competencies and Roles

Alshareef¹,

Sandhu²

2015

IJBM

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This study aims to discover non-executive directors' competencies that important to improve their roles towards the adoption of Corporate Social Responsibility (CSR). To begin with, the review of the existing body of literature on the topic of Corporate Governance (CG) codes and the survey of numerous postulations offered is conducted. A qualitative interpretive approach is adopted, based on in-depth interviews conducted with board and management levels of the two companies operate in Saudi Arabia. The key outcomes of the study suggest that (i) NEDs' independence represents a typical practice in CG and; (ii) NEDs' competencies and roles represent a governance issue which needs to be addressed via CG code to protect the stakeholder groups. The findings imply a shift in the recent focus on developing and reforming CG Codes towards CSR orientation and the growing role of NEDs in stakeholder's protection. The key contribution of the study can be found in the enhancement of the current level of understanding of non-executive directors' competencies and role and the improvement of CG codes to address the issue of stakeholder engagement. The multiple-theoretical framework including aspects of resources dependence, stakeholder and resource-based view of the firm theories allows for the interpretation of the link between NEDs competencies and roles in the CSR context. Board members and managers can find this study useful in improving the election criteria of NEDs' appointing mechanisms. Additional implications relate to policy makers as the need for increasing the regulatory capacity and legal systems in the area of CG reform is highlighted. Stakeholder's pressures and forced and normative variety in particular have the potential to enhance the level of CSR adoption.

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Section: Discussion Of Findings and Theoretical Propositionsmentioning

confidence: 99%

Section: The Need Of Non-executives Director (Ned)mentioning

confidence: 99%

Section: The Need Of Non-executives Director (Ned)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Adoption of Corporate Social Responsibility: Board Competencies and Roles

Alshareef¹,

Sandhu²

2015

IJBM

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Does board diversity affect quality of corporate social responsibility disclosure? Evidence from Pakistan

Khan

Saeed

2019

Corp Soc Responsibility Env

105

119

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The study proposed that the effect of board diversity on quality of corporate social responsibility (QCSR) disclosure in Pakistan should be patterned differently from existing literature of other nations. The study has focused seven different dimensions of board diversity such as age, gender, nationality, ethnicity, educational level, educational background, and tenure across 86 firms listed in Pakistan Stock Exchange from 2010 to 2017. The results of panel regression supported resource-based view theory and indicated that gender, nation, and tenure diversity are resources improving QCSR disclosure. However, educational background has a negative impact on QCSR disclosure. Further analysis across alternative measurement and estimation techniques produces robust results. The results revealed that there is no universal law of CSR supportive board diversity, due to the unique characteristic of various institutional contexts. This study suggests policy makers to focus on gender,nation, tenure and relevant educational background diversity while setting board diversity framework in Pakistan. KEYWORDS board diversity, Pakistan, quality of CSR disclosure, RBV theory

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The effect of the size of the board of directors on corporate social performance: A meta‐analytic approach

Zubeltzu‐Jaka

Etxeberria

Ortas³

2020

Corp Soc Responsibility Env

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This paper examines the influence of the size of firms' board of directors on corporate social performance through a meta-analytic perspective. To that end, a sample of 80 articles that draw on evidence from more than 80,000 international companies, published between 1997 and 2018, was examined. This paper analyzes the moderating effect of a set of corporate governance mechanisms such as board composition and corporate governance systems on the hypothesized relationship between the size of firms' board and corporate social performance. Our central results reveal that larger and more independent boards better represent stakeholders' sensitivities and allow companies to achieve their social objectives. Moreover, that connection is more positive and stronger in companies with more independent boards and in countries that have codified law, which often have fewer mechanisms to protect shareholders' interests. K E Y W O R D S corporate governance, corporate social performance, size of boards, sustainable development

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Responsible Corporate Governance: Towards a Stakeholder Board of Directors?

Cited by 74 publications

References 77 publications

Adoption of Corporate Social Responsibility: Board Competencies and Roles

Adoption of Corporate Social Responsibility: Board Competencies and Roles

Does board diversity affect quality of corporate social responsibility disclosure? Evidence from Pakistan

The effect of the size of the board of directors on corporate social performance: A meta‐analytic approach

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