Abstract
In this study, we examine the influence of senior leadership on firms’ corporate social responsibility (CSR). We integrate upper echelons research that has investigated either the influence of the CEO or the top management team (TMT) on CSR. We contend that functional experience complementarity between CEOs and TMTs in formulating and implementing CSR strategy may underlie differentiated strategies in CSR. We find that when CEOs who have predominant experience in output functions are complemented by TMTs with a lower proportion of members who have experience in output functions, there is a pronounced effect on the community, product, and diversity dimensions of CSR. In turn, when output-oriented CEOs are complemented by output-oriented TMTs, we observe an effect on the employee relations dimension of CSR. Interestingly, we find no influence of CEO-TMT complementarity on the environment dimension of CSR. In general, our empirical results support the relevance of the interaction between CEOs and their TMTs in defining their firms’ CSR profile.
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Abbreviations
- CEO:
-
Chief executive officer
- CSR:
-
Corporate social responsibility
- TMT:
-
Top management team
- UET:
-
Upper echelons theory
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Acknowledgements
The authors would like to thank the guest editors and the anonymous reviewers for their developmental suggestions throughout the revision process. The authors also acknowledge the helpfulful comments received at the 76th Annual Meeting of the Academy of Management in Anaheim, the 36th Annual Conference of the Strategic Management Society in Berlin, and the 7th EIASM Workshop on Top Management Teams and Business Strategy in Groningen. The authors contributed equally to this research.
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Reimer, M., Van Doorn, S. & Heyden, M.L.M. Unpacking Functional Experience Complementarities in Senior Leaders’ Influences on CSR Strategy: A CEO–Top Management Team Approach. J Bus Ethics 151, 977–995 (2018). https://doi.org/10.1007/s10551-017-3657-5
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DOI: https://doi.org/10.1007/s10551-017-3657-5