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How CEO social capital drives corporate social performance: The roles of stakeholders, and CEO tenure
Author(s) -
Tran Mai Dong,
Adomako Samuel
Publication year - 2020
Publication title -
corporate social responsibility and environmental management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.519
H-Index - 73
eISSN - 1535-3966
pISSN - 1535-3958
DOI - 10.1002/csr.2092
Subject(s) - business , chief executive officer , social capital , stakeholder , corporate social responsibility , accounting , multilevel model , business administration , marketing , industrial organization , public relations , management , economics , political science , machine learning , computer science , law
This paper investigates the role of a chief executive officer's (CEO's) social capital on corporate social performance (CSP) through the mediating mechanism of stakeholder integration. Data were collected from 256 small and medium‐sized enterprises (SMEs). Results from the hierarchical regression analysis suggest that stakeholder integration mediates the relationship between CEO social capital and CSP. The results further reveal that the effect of CEO social capital on stakeholder integration is moderated by CEO tenure, such that the relationship is more significant for long‐tenured CEOs than short‐tenured CEOs. These findings extend the social capital and corporate social responsibility research and practice.