How Important Are CEOs to CSR Practices? An Analysis of the Mediating Effect of the Perceived Role of Ethics and Social Responsibility

Drawing on the Agency-Stewardship approach, which suggests that manager profile may range from the agent model to the steward model, this article aims to examine how important CEOs are to corporate social responsibility (CSR). Specifically, this exploratory study proposes the existence of a relation...

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Bibliographic Details
Published in:Journal of business ethics 2011-02, Vol.98 (4), p.531-548
Main Authors: Godos-Díez, José-Luis, Ferández-Gago, Roberto, Martínez-Campillo, Almudena
Format: Article
Language:English
Subjects:
Agency–Stewardship approach
Business
Business and Management
Business Ethics
Business management
Business structures
Chief executive officers
Corporate culture
Corporate governance
Corporate objectives
Corporate responsibility
Corporate social responsibility
Education
Ethical codes
Ethics
Hypotheses
Leadership
Management
Management principles
Manager behavior
manager profile
Managers
Mediation
perceived role of ethics and social responsibility (PRESOR) scale
Perception
Perceptions
Philosophy
Power
Quality of Life Research
Role ethics
Social ethics
Social responsibility
Social responsibility of business
Spain
Stockholders
Strategic management
Studies
Surveys
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Summary:Drawing on the Agency-Stewardship approach, which suggests that manager profile may range from the agent model to the steward model, this article aims to examine how important CEOs are to corporate social responsibility (CSR). Specifically, this exploratory study proposes the existence of a relationship between manager profile and CSR practices and that this relation is mediated by the perceived role of ethics and social responsibility. After applying a mediated regression analysis using survey information collected from 149 CEOs in Spain, results show that those closer to the steward model are more inclined to attach great importance to ethics and social responsibility, and to implement CSR practices in their companies. Results also provide support for the suggested mediating effect. Thus, this article extends research in understanding top managers as drivers for CSR and suggests new ways to deal with this issue empirically.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-010-0609-8