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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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| Published in: | Journal of business ethics 2011-02, Vol.98 (4), p.531-548 |
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| Main Authors: | , , |
| Format: | Article |
| Language: | English |
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| cited_by | cdi_FETCH-LOGICAL-c531t-ea1db2252dd5b29f7aea432d16e7ccbc678d9f74b5a2a753f5dcb11195e357263 |
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| cites | cdi_FETCH-LOGICAL-c531t-ea1db2252dd5b29f7aea432d16e7ccbc678d9f74b5a2a753f5dcb11195e357263 |
| container_end_page | 548 |
| container_issue | 4 |
| container_start_page | 531 |
| container_title | Journal of business ethics |
| container_volume | 98 |
| creator | Godos-Díez, José-Luis Ferández-Gago, Roberto Martínez-Campillo, Almudena |
| description | 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. |
| doi_str_mv | 10.1007/s10551-010-0609-8 |
| format | article |
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An Analysis of the Mediating Effect of the Perceived Role of Ethics and Social Responsibility</title><title>Journal of business ethics</title><addtitle>J Bus Ethics</addtitle><description>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. 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An Analysis of the Mediating Effect of the Perceived Role of Ethics and Social Responsibility</atitle><jtitle>Journal of business ethics</jtitle><stitle>J Bus Ethics</stitle><date>2011-02-01</date><risdate>2011</risdate><volume>98</volume><issue>4</issue><spage>531</spage><epage>548</epage><pages>531-548</pages><issn>0167-4544</issn><eissn>1573-0697</eissn><coden>JBUEDJ</coden><abstract>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.</abstract><cop>Dordrecht</cop><pub>Springer</pub><doi>10.1007/s10551-010-0609-8</doi><tpages>18</tpages></addata></record> |
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| ispartof | Journal of business ethics, 2011-02, Vol.98 (4), p.531-548 |
| issn | 0167-4544 1573-0697 |
| language | eng |
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| source | EBSCOhost Business Source Ultimate; International Bibliography of the Social Sciences (IBSS); ABI/INFORM Archive; JSTOR Archival Journals and Primary Sources Collection; Social Science Premium Collection; ABI/INFORM Global; Politics Collection; Springer Nature; PAIS Index; Art, Design & Architecture Collection |
| 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 |
| title | How Important Are CEOs to CSR Practices? An Analysis of the Mediating Effect of the Perceived Role of Ethics and Social Responsibility |
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