When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility
Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are compl...
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| Format: | Journal Article |
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Springer Netherlands
2014
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| Online Access: | http://hdl.handle.net/20.500.11937/18832 |
| _version_ | 1848749859460349952 |
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| author | Galbreath, Jeremy |
| author_facet | Galbreath, Jeremy |
| author_sort | Galbreath, Jeremy |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are complementary in that their multiplicative effect incrementally influences CSR above their individual, independent effects. The hypothesis is confirmed. Further, the study tests the interactive effect of a senior CSR manager, determining the independent and complementary effects of managerial resources upon board resources. The results suggest that a senior CSR manager has both an independent and complementary effect, offering support for the hypotheses. The findings offer some confirmation of resource-based theory, demonstrating that board resources can be complementary within the boardroom context and complementary to management in positively affecting firm outcomes. |
| first_indexed | 2025-11-14T07:27:38Z |
| format | Journal Article |
| id | curtin-20.500.11937-18832 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T07:27:38Z |
| publishDate | 2014 |
| publisher | Springer Netherlands |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-188322017-09-13T13:47:28Z When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility Galbreath, Jeremy Corporate governance Resource-based view of the firm Corporate social responsibility Outside directors Gender diversity Complementary resources Following resource-based and complementary asset perspectives, this paper examines the effects of board and management resources on corporate social responsibility (CSR) in a sample of large Australian public firms. Specifically, this study posits that outside directors and women on boards are complementary in that their multiplicative effect incrementally influences CSR above their individual, independent effects. The hypothesis is confirmed. Further, the study tests the interactive effect of a senior CSR manager, determining the independent and complementary effects of managerial resources upon board resources. The results suggest that a senior CSR manager has both an independent and complementary effect, offering support for the hypotheses. The findings offer some confirmation of resource-based theory, demonstrating that board resources can be complementary within the boardroom context and complementary to management in positively affecting firm outcomes. 2014 Journal Article http://hdl.handle.net/20.500.11937/18832 10.1007/s10551-014-2519-7 Springer Netherlands restricted |
| spellingShingle | Corporate governance Resource-based view of the firm Corporate social responsibility Outside directors Gender diversity Complementary resources Galbreath, Jeremy When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title | When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title_full | When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title_fullStr | When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title_full_unstemmed | When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title_short | When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility |
| title_sort | when do board and management resources complement each other? a study of effects on corporate social responsibility |
| topic | Corporate governance Resource-based view of the firm Corporate social responsibility Outside directors Gender diversity Complementary resources |
| url | http://hdl.handle.net/20.500.11937/18832 |