Corporate Governance and Corporate Social Responsibility (CSR): The Moderating Roles of Attainment Discrepancy and Organization Slack

By Punit Arora, Ravi Dharwadkar. 2011

510 citations recorded by the source corpus.

Subfields: Accounting, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a1db43294609748af77ca7d076457a01a72bd08d

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Citations in the corpus

The Influence of Board Composition on Sustainable Development Disclosure (2017, background): “Firms with relatively higher board independence are presumed to encourage the involvement in more CSR activities and disclose on them (Arora and Dharwadkar, 2011; Jamali et al., 2008).”
Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data (2017, background): “A final study in this category examined the role of managerial discretion in the governance effect on CSP (Arora & Dharwadkar, 2011).”
Corporate Social Responsibility and Corporate Governance: Role of Context in International Settings (2013, methodology): “In the Indian context interviewees did not refer to the regulatory context as drivers of CSR, and actually saw the enforcement of legislation as being problematic.”
The Effect of Corporate Governance Elements on Corporate Social Responsibility (CSR) Disclosure: An Empirical Evidence from Listed Companies at KSE Pakistan (2015, background): “These findings are same as of Arora and Dharwadkar, (2011) [45] and Suttipun and Stanton (2012) [54] respectively.”
Does Ownership Type Matter for Corporate Social Responsibility (2012, methodology): “However, it is in line with Barnea and Rubin (2010) and Coffey and Fryxell (1991).”
Corporate Governance and Performance in Socially Responsible Corporations: New Empirical Insights from a Neo‐Institutional Framework (2013, unknown): “However, studies investigating the link between a company’s CG and its CSR strategy (Haniffa & Cooke, 2005; Michelon & Parbonetti, 2012) and/or how a company’s CG might potentially influence the CFP-CSR nexus (Arora & Dharwadkar, 2011; Ntim, Opong, & Danbolt, 2012a) are very rare.”
It’s who you know that counts: Board connectedness and CSR performance (2020, unknown): “A prior study by Balsmeier et al. (2017) shows a positive association between board independence and a firm’s patents and citations.”
Does it pay to be different? Relative CSR and its impact on firm value (2016, background): “Our results underscore the understanding that corporate socially responsible behavior (doing the right thing) and corporate socially irresponsible behavior (doing the 5 wrong thing) are not perfect opposites (Arora and Dharwadkar (2011) and Chatterji, Levine and Toffel (2009)).”
Corporate social responsibility, board of directors, and firm performance: an analysis of their relationships (2014, background): “There has been little research analysing the three variables together (Arora and Dharwadkar 2011; Jo and Harjoto 2011; Johnson and Greening 1999; Sahin et al. 2011).”
A Behavioral Theory of Social Performance: Social Identity and Stakeholder Expectations (2017, background): “…to financial goals in firm concernswith legitimacy and efficiency, but further exploration of how firms manage social performance goals alongside multiple financial and survival goals is likely to be generative for future theorizing (Arora & Dharwadkar, 2011; Greve, 2008; March & Shapira, 1992).”
Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector (2013, unknown): “It is therefore essential to control for ﬁrms’ ﬁnancial performance (Haniffa and Cooke 2002, 2005; Lim et al. 2007; Arora and Dharwadkar 2011).”