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CEO power and corporate social responsibility decoupling

Author

Listed:
  • Yasir Shahab

    (Xijing University)

  • Ammar Ali Gull

    (ESSCA Research Lab - ESSCA - Ecole Supérieure des Sciences Commerciales d'Angers)

  • Tanveer Ahsan

    (ESC Rennes School of Business - ESC [Rennes] - ESC Rennes School of Business)

  • Rizwan Mushtaq

    (Iaelyon - Iaelyon School of Management - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon)

Abstract

While extending the scarce literature on determinants of corporate social responsibility (CSR) decoupling, we examine the impact of CEO power on CSR decoupling. Using panel data of US firms for 2002–2017, we find that CEO power increases CSR decoupling. Our results remain consistent after controlling for the endogeneity problem. Aligned with the managerial power theory, our results suggest that firms with powerful CEOs are more likely to manage CSR performance through decoupling.

Suggested Citation

  • Yasir Shahab & Ammar Ali Gull & Tanveer Ahsan & Rizwan Mushtaq, 2022. "CEO power and corporate social responsibility decoupling," Post-Print hal-03892056, HAL.
    • Handle: RePEc:hal:journl:hal-03892056
    DOI: 10.1080/13504851.2021.1966368
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    Cited by:

    1. Shabir, Mohsin & Jiang, Ping & Shahab, Yasir & Wang, Peng, 2023. "Geopolitical, economic uncertainty and bank risk: Do CEO power and board strength matter?," International Review of Financial Analysis, Elsevier, vol. 87(C).

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