Corporate Social Responsibility and Long-term Compensation: Evidence from Canada

By Lois S. Mahoney, L. Thorne. 2005

294 citations recorded by the source corpus.

Subfields: Information Systems and Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/885b6349eb22d9af0f82c399c935edf59514cd75

How researchers see this paper

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

In Information Systems and Management

1. Ans Kolk
2. P. Perego
3. M. Malik
4. Giovanna Michelon
5. Michele Fabrizi
6. C. Mallin
7. K. Maas
8. H. Smid

In Marketing

1. Giovanna Michelon
2. C. Mallin
3. P. Perego
4. Nadia Smaili
5. Camélia Radu
6. Dima Jamali
7. Michel Magnan
8. Michele Fabrizi

In Strategy and Management

1. Giovanna Michelon
2. K. Maas
3. C. Mallin
4. M. Malik
5. Michele Fabrizi
6. Dima Jamali
7. J. Graafland
8. H. Smid

Citations in the corpus

• Is Environmental Governance Substantive or Symbolic? An Empirical Investigation (2012, background): “Environmental Incentives in Executive Compensation Executive compensation influences corporate social and environmental performance (Mahoney and Thorne 2005) and therefore can be considered a relevant element of environmental governance.”
• The Impact of Corporate Social Responsibility Disclosure on Financial Performance: Evidence from the GCC Islamic Banking Sector (2018, background): “In addition to this, a number of researchers (e.g. Mahoney and Roberts 2007; Makni et al. 2009; Mahoney and Thorne 2005; Hillman and Keim 2001; Backhaus et al. 2002; Waddock and Graves 1997; Griffin and Mahon 1997) have stressed the importance of individual components of the total social performance…”
• Alignment Versus Monitoring: An Examination of the Effect of the CSR Committee and CSR-Linked Executive Compensation on CSR Performance (2021, background): “For instance, empirical results provide evidence that long-term pay increases the success of pollution prevention (Berrone & Gomez-Mejia, 2009) and is associated with firms’ environmental actions (Mahoney & Thorne, 2005).”
• Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “…found to exist between executive salaries and CSP (Callan and Thomas 2011), long-term incentives and CSP (Deckop et al. 2006), executive salaries and CSP weaknesses (Mahoney and Thorne 2005, 2006; McGuire et al. 2003), and bonuses, stock options, and CSP strengths (Mahoney and Thorne 2005, 2006).”
• Does Corporate Social Responsibility Affect the Performance of Firms (2012, unknown): “In this last case, some social indices, credit ratings provided by social institutions, such as EIRIS or KLD, or ad hoc indices drawn up by the researchers themselves (Beliveau et al., 1994, Brammer et al., 2007, Hillman et al., 2001; Johnson and Greening, 1999; Mahoney and Thorne, 2005; Moore, 2001”
• Corporate Governance and Executive Compensation for Corporate Social Responsibility (2015, unknown): “We use (ROA) for the latter and logged sales for the former (Mahoney and Thorne, 2005; Deckop, Merriman, and Gupta, 2006).”
• Decoupling Among CSR Policies, Programs, and Impacts: An Empirical Study (2019, result): “Our finding contrasts with Mahoney and Thorne (2005) who found that executive compensation affects corporate social and environmental performance but is in line with Berrone and GomezMejia (2009) and Rodrigue, Magnan, and Cho (2013) who also did not find an effect on environmental performance.”
• The Role of CEO’s Personal Incentives in Driving Corporate Social Responsibility (2014, methodology): “…her personal benefits and costs when deciding if, and to what extent, to engage in CSR. Previous research, which has looked at the relationship between executive compensation and CSR (Frye et al., 2006; Mahoney and Thorne, 2005; McGuire et al. 2003), has mainly focused on CEO’s flow compensation.”
• Corporate Social Responsibility and CEO Risk-Taking Incentives (2016, unknown): “Most existing studies investigate the impact of CEO incentives on CSR (McGuire et al., 2003; Mahoney and Thorne, 2005; Petrenko, Aime and Ridge, 2016).”
• Environmental Respect: Ethics or Simply Business? A Study in the Small and Medium Enterprise (SME) Context (2008, background): “Nevertheless, despite the existence of a set of minimum criteria based on legislation, some companies decide to increase the environmental contents of their activity because: (1) they will be able to develop some competitive advantage that will be positively appreciated by the market (Dentchev, 2004”
• Sustainable Bonuses: Sign of Corporate Responsibility or Window Dressing? (2014, methodology): “With a similar research design, Mahoney and Thorne (2005) provide evidence that only some elements of compensation matter to certain measures of sustainability.”