Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach

Reimer, Marko; Doorn, Sebastiaan van; Heyden, Mariano L.M.

doi:10.1007/s10551-017-3657-5

Cited by 86 publications

(58 citation statements)

References 168 publications

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“…Additionally, we also confirmed the prominent role of business experience in acquiring external resources. Similar results have been derived by Reimer et al [74], who hypothesized a significant role of business experience in scanning external environmental pressure and observing useful resources. Overall, we affirm that intangible skills enable firms to access scarce resources that are necessary for SCP.…”

Section: Discussionsupporting

confidence: 88%

“…Senior managers' interpersonal skills assist them in making good strategic decisions. However, functional experience helps them to focus on useful external resources that can supercharge the operational and production activities [74]. Additionally, that firms' competitiveness and economic performance can be enhanced through top management intellectual and social abilities is scrutinized.…”

Section: The Moderating Role Of Top Managers' Business Experiencementioning

confidence: 99%

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The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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The answer to the challenging question, “Should one either invest in tangible resources or intangible resources/capabilities?” is still fragmented. In prior studies, more emphasis is given to tangible resources, while intangible resources have comparatively received minor attention, despite their significant role in the success of small and medium enterprises (SMEs). Particularly the role of the intangible skills; intellectual capital, financial literacy (FL), and business experience (BE) in resource acquisition and sustainable competitive performance has missed in prior studies. Grounded on the resource-based view and upper echelon theory, this study examines the role of intellectual capital in sustainable competitive performance with a mediating role of resource acquisition. This research also assesses the moderating role of financial literacy and business experience between intellectual capital and resource acquisition. Data are collected through structured questionnaires from 384 owners/managers of Pakistani SMEs. After analyzing the data through structural equation modeling (SEM), the results indicate that intellectual capital helps managers in acquiring valuable resources, which in turn enhance sustainable competitive performance. Resource acquisition partially mediates the relation between intellectual capital and sustainable competitive performance. Financial literacy is a significant predictor of resource acquisition, but it does not significantly moderate the relation between intellectual capital and sustainable competitive performance. Business experience significantly boosts the acquisition of resources and strengthens the path between intellectual capital and resource acquisition. SMEs should encourage their managers to acquire unique, rare, and immutable external resources in the turbulent markets.

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Section: Discussionsupporting

confidence: 88%

Section: The Moderating Role Of Top Managers' Business Experiencementioning

confidence: 99%

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

2019

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“…The literature on CSR and environmentalism generally concurs that the unique characteristics of directors are associated with corporate commitment towards sustainability (Ntim & Soobaroyen, 2013). For example, under upper echelon theory, prior studies examine the impact of various board characteristics, such as CEO gender (McGuinness et al, 2017; Reimer, Van Doorn, & Heyden, 2018), CEO age (Fabrizi, Mallin, & Michelon, 2014), CEO hubris (Arena, Michelon, & Trojanowski, 2018), and BGD (Nadeem et al, 2020) on corporate sustainability and environmentalism. However, these prior studies look at board characteristics and sustainability performance in general or CEO characteristics and environmental performance; hence, the specific issue of environmental innovation and BGD has been largely overlooked.…”

Section: Theory and Literaturementioning

confidence: 99%

Are women eco‐friendly? Board gender diversity and environmental innovation

et al. 2020

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As a result of recent climate change impacts, environmental sustainability has received enormous attention from scholars and policy makers. Environmental innovation is one of the major ways of acting in harmony with the environment, but it also requires a significant amount of resources and strong corporate commitment. As boards of directors have great influence over the strategic direction of firms and are responsible for corporate environmentalism, we examine the likely relationship between board gender diversity (BGD) and environmental innovation measured as process innovation and product innovation. Based on a relatively large dataset (10,334 firm-year observations) of U.S. listed firms, we find that BGD has a significant positive association with environmental innovation. Furthermore, we also find that this relationship is more pronounced in less profitable firms and in environmentally sensitive industries. Our results remain robust to endogeneity issues and alternative proxies. We interpret our results under upper echelon and gender socialization theories and suggest important implications for policy makers.

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“…First, several studies have investigated how board composition and TMT participation influence CSR (Lau, Lu, & Liang, 2016) or philanthropic activities (Ouyang, Cheng, Liu, & Yang, 2020). Moreover, previous studies on the environmental commitment of firms have primarily focused on board composition (e.g., the size of the external and internal board of directors) (Haque, 2017; Liao, Luo, & Tang, 2015; Peters & Romi, 2014) and the TMT (e.g., past experience and compensation scheme of executives) (Haque, 2017; Reimer, Van Doorn, & Heyden, 2018), while less is known about how the TMT educational background and tenure influence environmental policies. Scholars suggest that future studies could focus more on how top management responds to stakeholder pressures (Lau et al, 2016), for example, reducing environmental pollution by controlling GHG emissions.…”

Section: Introductionmentioning

confidence: 99%

“…Corporate environmental protection strategy, which controls GHG emissions, is dependent on the strategic allocation of the company's internal resources by the TMT (He, Chen, & Chiang, 2015). Once the TMT becomes committed to environmental protection, disapproval from society regarding firm‐led environmental damage will be reduced (Reimer et al, 2018), and firms may be more likely to focus on product development and innovation (Luo & Du, 2015).…”

Section: Introductionmentioning

confidence: 99%

Does TMT composition matter to environmental policy and firm performance? The role of organizational slack

Lee

Liu

2020

Corp Soc Responsibility Env

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This study examines the relationship between the heterogeneity of top management team (TMT) composition and firm performance by focusing on the mediating role of environmental policy: a greenhouse gas (GHG) emission strategy. Organizational slack is viewed as a moderating variable that influences the above mediated relationship. Based on data from Taiwanese public firms with CSR reports, it is found that TMT educational background heterogeneity and tenure heterogeneity negatively influence firm performance, and the GHG emission strategy mediates this relationship. Moreover, this study finds that unabsorbed slack significantly strengthens the influence of TMT educational background heterogeneity on the GHG emission strategy, and unabsorbed slack also moderates the mediation effect of the GHG emission strategy on the relationship between TMT educational background heterogeneity and firm performance. The theoretical and managerial implications of the results are discussed in the discussion section and conclusions of the study.

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Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach

Cited by 86 publications

References 168 publications

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance

Are women eco‐friendly? Board gender diversity and environmental innovation

Does TMT composition matter to environmental policy and firm performance? The role of organizational slack

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