CEO Incentives and Corporate Social Performance

By Jean McGuire, S. Dow, Kamal Argheyd. 2003

434 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7e21f790f3cebb00d1c80f57b72d846687bcd35e

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Citations in the corpus

The Impact of Corporate Social Performance on Financial Risk and Utility: A Longitudinal Analysis (2012, neutral): “In addition, as McGuire, Dow, and Argheyd (2003) have noted, a firm may be both socially responsible and socially irresponsible even along a single dimension of social performance.”
‘Green’ Human Resource Benefits: Do they Matter as Determinants of Environmental Management System Implementation? (2012, background): “Berrone and Gomez-Mejia (2009) in a longitudinal analysis of a large number of US firms show that in polluting industries executives are rewarded for good corporate environmental performance and other studies have confirmed this for corporate social performance at large (McGuire et al. 2003).”
The Role of CEO’s Personal Incentives in Driving Corporate Social Responsibility (2014, methodology): “Using the Kinder, Lydenberg and Domini (KLD) database, McGuire et al. (2003) investigate the relation between the different components of CEO’s compensation and strong and weak corporate social performance.”
Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data (2017, background): “Regarding executive compensation, CEO pay (McGuire et al., 2003) and TMT equity compensation (Barnea & Rubin, 2010) were most often negatively related to CSP, regardless of whether compensation was modeled as antecedent or outcome (Barnea & Rubin, 2010; Coombs & Gilley, 2005).”
Factors Influencing Levels of Corporate Social Responsibility Disclosure by Libyan Firms: A Mixed Study (2012, background): “In this context, contribution and disclosure vary across industry sectors (Gray et al., 2001; Gray et al., 1995; Hackston & Milne, 1996; McGuire et al., 2003; Waddock & Graves, 1997).”
Responsible Corporate Governance: Towards a Stakeholder Board of Directors? (2009, neutral): “Academic research has focused until now on two aspects of socially responsible firms: CEO compensation (e.g. Frye et al., 2006; Mahoney and Thorn, 2006; McGuire et al., 2003) and board structure (Ayuso et al., 2007; Hillman et al., 2001; Webb, 2004).”
Corporate Social Responsibility and CEO Risk-Taking Incentives (2016, positive): “MSCI ESG Stats has been broadly used in scholarly research (e.g., Deckop, Merriman, and Gupta, 2006; Chava, 2014; Electronic copy available at: https://ssrn.com/abstract=2828267 13 Flammer 2015; Flammer and Luo, 2016; McGuire et al., 2003; Servaes and Tamayo, 2013; Werner, 2016).”
Managerial Entrenchment and Corporate Social Performance (2008, background): “Previous literature on this issue has analyzed relationships between CSP and CEO’s incentives (McGuire et al., 2003; Coombs and Gilley, 2005), board composition and environmental performance (Kassinis and Vafeas, 2002, 2006); frequency of takeovers and”
When CEO Career Horizon Problems Matter for Corporate Social Responsibility: The Moderating Roles of Industry-Level Discretion and Blockholder Ownership (2016, background): “Paralleling with the reality, academic scholars have tried to explore the relationships between CEO’s characteristics and firms’ social performance (seeManner 2010; McGuire et al. 2003), but still been in its preliminary stage.”