Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Faculty of Business | en_US |
| dc.contributor.advisor | Li, Shuping (MM) | en_US |
| dc.creator | Tang, Fan | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/13434 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | Corporate social responsibility and CEO dismissal to performance sensitivity : the moderating roles of board characteristics | en_US |
| dcterms.abstract | This study investigates how the relationship between corporate social responsibility (CSR) and financial performance affects the probability of CEO dismissals. It delves into how varying board characteristics, including gender diversity, board independence, and board members' professional backgrounds, further affect CSR's moderating role. The study scrutinizes the evolution of S&P 1500 companies in the United States, transitioning from a focus on shareholders to a focus on stakeholders’ paradigm since 2000. Utilizing random-effects probit regression, the analysis encompasses 624 CEO dismissals over 23,853 firm-year observations from 1999 to 2019. The findings reveal a substantial negative moderating influence of CSR overall, indicating a persistent shareholder-focused orientation within the general S&P 1500 corporate landscape post-2000. A pronounced negative moderating effect of CSR on the correlation between industry-adjusted ROA and CEO dismissal is particularly evident in boards dominated by male directors, reinforcing a shareholder-centric viewpoint in these entities. In contrast, boards dominated by outside directors exhibited a significant positive effect of CSR, suggesting a stakeholder-focused approach. Nevertheless, the study identifies no marked differences in CSR's moderating impact between boards dominated by CEO-directors and those that are not. Intriguingly, as the share of outside and female directors increased between 2000 and 2009 and 2010 and 2019, it underscores that shifts in corporate governance structures are pivotal in driving the shift from a shareholder-focused to a stakeholder-focused perspective. | en_US |
| dcterms.extent | 96 pages : illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2024 | en_US |
| dcterms.educationalLevel | D.B.A. | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.LCSH | Chief executive officers | en_US |
| dcterms.LCSH | Social responsibility of business | en_US |
| dcterms.LCSH | Corporations -- Finance -- Management | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 7909.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 1.54 MB | Adobe PDF | View/Open |
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