Morals or Economics? Institutional Investor Preferences for Corporate Social Responsibility

By Henry L. Petersen, H. Vredenburg. 2009

175 citations recorded by the source corpus.

Subfields: Finance, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6119cce38a56d2f6fa5cbe0e82612a86a1dad201

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Finance

1. Luis Fernando González Escobar
2. Duchi Liu
3. Shangkun Xu
4. C. Lee
5. H. Vredenburg
6. C. Mason
7. Jian-bai Huang
8. Frances Westley

In Marketing

1. Luis Fernando González Escobar
2. J. Simmons
3. Duchi Liu
4. P. Neves
5. Eric F. Lambin
6. Shangkun Xu
7. C. Lee
8. Roger C. Y. Chen

In Strategy and Management

1. Luis Fernando González Escobar
2. Duchi Liu
3. Jian-bai Huang
4. J. Simmons
5. P. Neves
6. Eric F. Lambin
7. Shangkun Xu
8. C. Lee

Citations in the corpus

• When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “…demonstrated that CSR can bring benefits for organizational stakeholders, specifically, shareholders (e.g. Cochran & Wood 1984), investors (e.g. Petersen & Vredenburg 2009), employees (e.g. Kim et al. 2010; Wang et al. 2013), management (e.g. Du et al. 2013), and consumers (e.g. Pivato et al.…”
• The influence of CSR on firm value: an application of panel smooth transition regression on Taiwan (2017, background): “Petersen and Vredenburg (2009) believed that compared with individual investors, institutional investors are more motivated to collate data on CSR and factor this into their shareholding decisions.”
• Embedding Corporate Social Responsibility in Corporate Governance: A Stakeholder Systems Approach (2013, background): “Similarly, the higher regard of communities and environmentalists for organisations they see as recognising their societal obligations is likely to result in greater marketing opportunities, minimising risk, and as a means of enhancing company value (Petersen and Vredenburg 2009).”
• Tipping Toward Sustainability: Emerging Pathways of Transformation (2011, background): “…institutional arrangements, including the institutional pressures and incentives (governance regimes, market incentives, and cultural values) that attract and shape the emergence of both technical and social innovation, mediate against an appropriate and creative response to complex challenges.”
• Corporate social responsibility, the cost of equity capital and ownership structure: An analysis of Chinese listed firms (2015, background): “Using institutional investors as research subjects, Hong and Kacperczyk (2009) and Petersen and Vredenburg (2009) find that the majority of institutional investors prefer high CSR firms and that, compared to arbitrageurs, norm-constrained institutional investors include fewer ‘sin’ stocks, i.e.…”
• Multinational Oil Companies and the Adoption of Sustainable Development: A Resource-Based and Institutional Theory Interpretation of Adoption Heterogeneity (2011, methodology): “…around capabilities for stakeholder integration, higher-order learning and continuous innovation as the most effective for operational processes; Petersen and Vredenburg (2009) found risk management as a key strategy explaining the link between sustainable development initiatives and…”