2019
DOI: 10.1080/23311975.2019.1647917
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The impact of corporate social responsibility disclosure and board characteristics on corporate performance

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Cited by 67 publications
(76 citation statements)
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References 64 publications
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“…The theory further argues that firms, which have large board size, can gain access to more resources from the external environment. Some studies on corporate governance affirm this theory and indicate that increasing the size of the board positively impacts the performance of a firm (Chen et al, 2005;Jackling & Johl, 2009;Kiel & Nicholson, 2003;Kyereboah-Coleman & Biekpe, 2006;Riyadh et al, 2019). However, Jensen (1993) argued that an organization with a big board size may experience problems in coordinating the group and ineffectiveness in arriving at decisions.…”
Section: Board Sizementioning
confidence: 99%
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“…The theory further argues that firms, which have large board size, can gain access to more resources from the external environment. Some studies on corporate governance affirm this theory and indicate that increasing the size of the board positively impacts the performance of a firm (Chen et al, 2005;Jackling & Johl, 2009;Kiel & Nicholson, 2003;Kyereboah-Coleman & Biekpe, 2006;Riyadh et al, 2019). However, Jensen (1993) argued that an organization with a big board size may experience problems in coordinating the group and ineffectiveness in arriving at decisions.…”
Section: Board Sizementioning
confidence: 99%
“…The results of the studies are, however, inconclusive and give mixed results. Some of the studies indicate a positive effect of some of the corporate governance indicators like board size, composition, diversity, and board independence on performance (Chen et al, 2005;Jackling & Johl, 2009;Riyadh et al, 2019). In contrast, findings of other studies indicate a negative relationship (Afrifa & Tauringana, 2015;Conyon & Peck, 1998;Guest, 2009;Mak & Kusnadi, 2005;Malik & Makhdoom, 2016;O'connell & Cramer, 2010), while others indicate that there is no relationship (Bhagat & Black, 2002;Ferrer & Banderlipe II, 2012;Ghazali, 2010;Haji, 2014).…”
Section: Introductionmentioning
confidence: 98%
“…Alabdullah (2018) has argued that different shareholders have different strategic decision-making powers, that may affect the performance of an organisation. The ownership structure and FP relationship became a trend in the accounting research (Alabdullah, 2018;Alkurdi et al, 2019;Al-Sa'eed, 2018;Buallay et al, 2017;Cornett et al, 2008;Din et al, 2021;Hartzell et al, 2014;Kao et al, 2019;Krivogorsky, 2006;Kuo et al, 2020;Liu et al, 2019;Riyadh et al, 2019;Vu et al, 2018;Yang & Shyu, 2019). Krivogorsky (2006) argued that ownership structure plays an essential role in FP and provides regulators with insights into how to improve CG practices, and facilitate an increase in the efficiency of firms.…”
Section: Ownership Structure and Fpmentioning
confidence: 99%
“…The statistical association between corporate social responsibility with firm profitability is relatively less explored in developing nations (Pradhan & Nibedita, 2019). Literature reports inconclusive, contradictory findings for emerging and developing countries (Ali, Danish, & Asrar-ul-Haq, 2020;Blasi, Caporin, & Fontini, 2018;Nkemjika & Nkechi, 2017;Riyadh, Sukoharsono, & Alfaiza, 2019;Scholtens, 2008;Wulfson, 2001;Yunis, Durrani, & Khan, 2017).…”
Section: R M B Rmentioning
confidence: 99%