The World Capital Markets’ Perception of Sustainability and the Impact of the Financial Crisis

Lopatta, Kerstin; Kaspereit, Thomas

doi:10.1007/s10551-013-1760-9

Cited by 44 publications

(36 citation statements)

References 55 publications

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“…Often, employees' perceptions of their own firms' management practices vary greatly, which is indicative of the substantial challenges that rating agencies face. Although the assignment of scores is at least to some extent subject to personal judgment, the rating process is highly transparent and reproducible (Lopatta & Kaspereit, 2014). Furthermore, the most important advantage of the GES database over its main opponent Kinder, Lydenberg, Domini Research and Analytics is that it covers firms included in the MCSI World index instead of only firms from the US market.…”

Section: Methodology Csr Measurementmentioning

confidence: 99%

“…Therefore, GES includes firms from 26 different countries and various industries. A substantial body of literature on CSR performance has already used this database (Hassel et al, 2005;Semenova & Hassel, 2008;Semenova et al, 2010;Lopatta & Kaspereit, 2014). In Europe, GES is listed among the top research agencies providing reliable CSR measures (Schäfer et al, 2006;Semenova & Hassel, 2015).…”

Section: Methodology Csr Measurementmentioning

confidence: 99%

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Stakeholder Engagement and Corporate Social Responsibility (CSR) Performance: International Evidence

Lopatta

Jaeschke

Chen

2017

Corp Soc Responsibility Env

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This study examines the impact of stakeholder engagement in the form of controlling shareholders on the corporate social responsibility (CSR) performance of firms using data from 25 countries. The results show that there is a positive relation between state‐controlled ownership and the CSR performance of firms, whereas the other types of controlling ownership have no impact on CSR performance. Further results show that evidence is more pronounced in countries with more stakeholder engagement. Additional analysis indicates that the change of state controlled firms leads to a change in CSR performance, but not vice versa. Taken together, this paper highlights the importance of governmental ownership in shaping firms' corporate social responsibility performance in an international context. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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Section: Methodology Csr Measurementmentioning

confidence: 99%

Section: Methodology Csr Measurementmentioning

confidence: 99%

Stakeholder Engagement and Corporate Social Responsibility (CSR) Performance: International Evidence

Lopatta

Jaeschke

Chen

2017

Corp Soc Responsibility Env

Self Cite

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“…GES has been used in a variety of CSR studies (e.g. Lopatta and Kaspereit, ; Semenova and Hassel, ; Lopatta et al , ), and is a top three global CSR rating research agency (Schäfer et al , ). In all, 300 firms were analyzed.…”

Section: Methodsmentioning

confidence: 99%

The Impact of Board Structure on Corporate Social Responsibility: A Temporal View

Galbreath

2016

Bus Strat Env

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Time plays an important role in corporate social responsibility (CSR) decisions. In the context of time and the boardroom, the consideration of CSR can be affected by board structure. For example, because of considerable short‐term pressures, this study posits that insiders on the board are less likely to prioritize the longer‐term time horizons needed to affect CSR. Following this perspective, a hypothesis is put forth that insiders generally have temporal orientations that are more short term in nature and that they therefore have a negative effect on CSR. A study of 300 of Australia's largest firms confirmed this hypothesis. However, when inside director compensation linked to environmental and social metrics and inside director CSR training are introduced as moderating variables, their interactive effects lead to positive results: both positively moderate the negative insider–CSR relationship in environmental and social dimensions. The study contributes to a temporal view of boards of directors, as well as to corporate governance and CSR. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

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“…The model specification is ordinary least squares estimation for firm i in time t. Corruption risk is measured by the self-defined corruption score based on content analysis of firms' annual financial reports (CORRUPTION_SCORE). CSR performance is measured by the CSR scores (CSR_RATING) provided by the international rating agency GES (Hassel et al, 2005;Lopatta and Kaspereit, 2014;Semenova and Hassel, 2008). To measure a firm's financial constraints, the Kaplan and Zingales index (KZ_INDEX) is used (Hong et al, 2012;Di Giuli and Kostovetsky, 2014).…”

Section: Model Specificationmentioning

confidence: 99%

Corruption, Corporate Social Responsibility and Financial Constraints: International Firm‐level Evidence

Lopatta

Jaeschke

Tchikov

et al. 2016

European Management Review

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This study examines the relationship between firm‐level factors including corporate social responsibility (CSR) performance and financial constraints, and the firm‐level risk of corruption. Facing a measurement challenge referring to firm‐level risk of corruption, we define a corruption score based on corporate disclosures of corrupt activities. We show that, first, CSR performance is negatively related to the risk of corporate corruption. Second, a firm's vulnerability to financial constraints is positively related to the risk of corporate corruption. Third, the effects are particularly strong for firms with low board independence. Finally, we contribute to prior literature by developing the first firm‐level corruption score that is not only robust to prevalent corruption indices but is also applicable to any dataset and can be used for future research on firm‐level corruption. Moreover, the study provides new empirical evidence on firm‐level determinants that relate to corporate corruption risk.

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The World Capital Markets’ Perception of Sustainability and the Impact of the Financial Crisis

Cited by 44 publications

References 55 publications

Stakeholder Engagement and Corporate Social Responsibility (CSR) Performance: International Evidence

Stakeholder Engagement and Corporate Social Responsibility (CSR) Performance: International Evidence

The Impact of Board Structure on Corporate Social Responsibility: A Temporal View

Corruption, Corporate Social Responsibility and Financial Constraints: International Firm‐level Evidence

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