Boards, incentives and corporate social responsibility

By C. Mackenzie. 2007

160 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/11c4fa66e624c08519378c5cb04e26bacf2ff0cc

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Citations in the corpus

Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “More and more executive boards create committees on CSP (Mackenzie 2007).”
Does Board Diversity Matter on Corporate Social Disclosure? An Indonesian Evidence (2014, background): “The diversity and composition of board of commissioners with skill, knowledge, background and expertise are necessary to improve the quality of decision-making, policy and CSR strategy in board level (Strandberg, 2005; Mackenzie, 2007).”
Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector (2013, unknown): “Socially responsible ﬁrms tend to experience greater brand loyalty (Mackenzie 2007), customer satisfaction and employee commitment (Matten 2006).”
Corporate governance, law, culture, environmental performance and CSR disclosure: A global perspective (2020, unknown): “Mackenzie (2007) ﬁnds that in countries with heavy public pressure to engage in climate-change related activities, boards of directors are more likely to oppose the disclosure of greenhouse gas related information because they worry that a high level of disclosure will increase the likelihood of…”
The Influence of Board Composition on Sustainable Development Disclosure (2017, unknown): “Furthermore, they experience higher brand loyalty (Mackenzie, 2007).”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “As an example of such practices, a number of firms have recently adjusted their financial bonus systems to attend to both short- and long-term concerns (Berrone and GomezMejia 2009; Kolk and Perego 2013; Mackenzie 2007).”
CSR Committees and Their Effect on ESG Performance in UK, France, Germany, and Spain (2019, background): “[5] reviewed the terms of references of board CSR committees and stated that they tended to focus on reviewing CSR issues, identifying non-financial risks and monitoring risk management, establishing policies and standards, monitoring compliance with and performance against the companies CSR policie”
Corporate Governance and Performance in Socially Responsible Corporations: New Empirical Insights from a Neo‐Institutional Framework (2013, unknown): “Empirical evidence on the relationship between board size and CSR practices is generally rare, but Mackenzie (2007) reports that corporate boards have a positive impact on CSR disclosures, whereas Lindgreen et al. (2010) find that corporate boards have insignificant impact on CSR disclosures.”
Corporate Governance Practices in Developing Countries: The Case for Kenya (2011, background): “This results into a misalignment of organizational goals and stakeholder demands (Mackenzie, 2007).”