The heterogeneous relationship between board social ties and corporate environmental responsibility in an emerging economy

• Published in: Business strategy and the environment 2019-01, Vol.28 (1), p.40-52
• Main Authors: Zou, Hailiang, Xie, Xuemei, Qi, Guoyou, Yang, Mengyu
• Format: Article
• Language: English
• Subjects: agency; board social ties; CEO power; Coercion; Coercivity; Companies; emerging economies; Emerging markets; environmental responsibility; Environmentalism; Initiatives; Political organizations; Power; Social relations
• ISSN: 0964-4733; 1099-0836
• DOI: 10.1002/bse.2180

Firms in emerging economies are faced with multiple, incompatible institutional forces in their environmental activities. Which of these forces will be dominant and instantiated within an organization is partly determined by the social relationships that a firm maintains with external actors. This paper investigates the relationship between board social ties and the level of environmental responsibility undertaken by firms in China, an emerging economy, by categorizing board social ties into three types in terms of the three isomorphic forces in the institutional field (coercive, normative and mimetic). Drawing on institutional and agency theories, using a sample of listed firms in environmentally sensitive industries, and a generalized least squares regression method, the results provide empirical evidence that ties that are linked to coercive and normative forces (i.e., political organizations and universities) are related to a higher level of environmental responsibility; however, those that are linked to mimetic forces (i.e., industrial peers) have a negative association with environmental responsibility, which is mitigated by CEO power. These findings suggest that the heterogeneous effects of board social ties on environmental responsibilities experienced by firms in a context of environmentalism are at an early stage.