The Effect of Ownership Structure on Corporate Social Responsibility: Empirical Evidence from Korea

Oh, Won Yong; Chang, Young Kyun; Martynov, Aleksey

doi:10.1007/s10551-011-0912-z

Cited by 594 publications

(748 citation statements)

References 98 publications

(119 reference statements)

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“…The overall results show that there are four common variables that are positively significant in all industries: member of industrial association, company age, company size and profitability, which is consistent with the existing literature (see Chen et al, 2018;Oh et al, 2011;Kang, 2013;Cai et al, 2011;Gomez-Mejia et al, 2003). The variable management role approaches moderate significance in mining and utility industry, with operating leverage approaching moderate significance in the chemical industry, and significant correlation can be observed in utility industry.…”

Section: Discussion and Findingssupporting

confidence: 87%

Determinants of Corporate Environmental and Social Disclosures in China: A Comparative Study within High-profile Industries

Zhang

Djajadikerta

Trireksani

2018

AJFA

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This study examines the extent of environmental and social disclosures in annual reports made by Chinese mining, utility and chemical industries. It also investigates the key drivers of the companies' environmental and social disclosures (CESD), thereby determining the motivations of the sample organisations towards corporate environmental and social responsibility. The study adopted dichotomous index to measure the extent of CESD among the three industries in their annual reports. Additionally, Ordinary Least Square was adopted to examine the determinants of CESD. By drawing on legitimacy theory, the results depict positive associations between the extent of CESD and firm size, profitability, and firm age. Engagement from industry association showed strong significance in environmental disclosure, whereas leverage was significant in social disclosures. Government ownership was found insignificant in the analysis. The study contributes with direct evidence to the extent of environmental disclosure and social disclosure made by three high-profile industries based on G3. The results showed that overall there is no significant difference between the extents of CESD of the three industries, indicating that high-profile industries behave similarly in terms of the content of information in disclosure. This study has also practical implications particularly for the regulatory body and the industry association when developing regulations and guidelines on environmental and social reports.

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Section: Discussion and Findingssupporting

confidence: 87%

Determinants of Corporate Environmental and Social Disclosures in China: A Comparative Study within High-profile Industries

Zhang

Djajadikerta

Trireksani

2018

AJFA

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“…Even though studies like Ayuso andArgandoña (2009), Fields andKeys (2003), and Oh, Chang, and Martynov (2011) showed the positive contribution of foreign director existence on board to CSR reporting. Based on the literature, the third hypothesis is as follows:…”

Section: Research Purpose and Hypothesesmentioning

confidence: 97%

The Relationship Between Corporate Social Responsibility Reporting and Corporate Governance: Evidence from Turkish Banking Sector

Akdoğan¹,

Gülhan²,

Aktaş³

2017

JMAA

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“…Firms are not required to perform CSR activities, and CSR has no direct cause-and-effect association with profitability. However, ownership structure influences decisionmaking regarding CSR activities (Oh et al, 2011). CSR also reflects firm values and organizational culture, which are heavily affected by ownership structure (Aguilera et al, 2007;Trevino, 1986).…”

Section: ⅲ Hypothesis Developmentmentioning

confidence: 99%

“…In fact, several studies show that the costs of CSR activities outweigh their benefits, and that social investments in CSR activities may reduce firm value or firm performance (Pava and Krausz, 1996;Brammer et al, 2006). Since CSR activities are part of investment decision-making (McWilliam and Siegel, 2001), and ownership structure has been shown to affect this decision-making, investments in CSR activities are most likely to be influenced by ownership structure (Oh et al, 2011).…”

Section: ⅰ Introductionmentioning

confidence: 99%

“…In an additional test, we find that the negative association between the controlownership wedge and engagement in CSR activities is not moderated as the level of foreign investor monitoring increases. Oh et al (2011) report that foreign investors make investment decisions based on long-term firm value, and their ownership is positively associated with CSR activities. Our results indicate that the effect of ownership by foreign investors is relatively limited.…”

Section: ⅰ Introductionmentioning

confidence: 99%

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The Control–Ownership Wedge and Corporate Social Responsibility

Ryu¹,

Chae²,

Cho³

2017

Glob Bus Financ Rev

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We examine the effect of the control-ownership wedge (the difference between voting rights and cash flow rights) in Korean business groups (Chaebols) on corporate social responsibility activities. The results of our analyses show that on corporate social responsibility activities decrease as the control-ownership wedge increases. This result remains consistent when on corporate social responsibility scores are used. This study provides evidence that a greater control-ownership wedge decreases engagement in corporate social responsibility activities in the context of Korean business groups (Chaebols), with their unique ownership structure.

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The Effect of Ownership Structure on Corporate Social Responsibility: Empirical Evidence from Korea

Cited by 594 publications

References 98 publications

Determinants of Corporate Environmental and Social Disclosures in China: A Comparative Study within High-profile Industries

Determinants of Corporate Environmental and Social Disclosures in China: A Comparative Study within High-profile Industries

The Relationship Between Corporate Social Responsibility Reporting and Corporate Governance: Evidence from Turkish Banking Sector

The Control–Ownership Wedge and Corporate Social Responsibility

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