CEO network centrality and corporate social responsibility

Abstract

Purpose

This study aims to examine the impact of a chief executive officer (CEO) social network centrality on corporate social responsibility (CSR) performance.

Design/methodology/approach

This study carries out a multivariate linear regression analysis on a panel data sample of 11,507 firm-year observations (representing 1,386 unique US firms) from 2004 to 2014.

Findings

This paper finds a significant negative relation between CEO network centrality and irresponsible CSR performance (measured as CSR concerns). The findings suggest that better-connected CEOs can better mitigate CSR concerns or weaknesses, leading to improved overall CSR performance of a firm.

Originality/value

This is the first study that directly examines the empirical link between CEO centrality and CSR performance.

Citation

Bouchet, A., Song, X. and Sun, L. (2022), "CEO network centrality and corporate social responsibility", Social Responsibility Journal, Vol. 18 No. 1, pp. 106-127. https://doi.org/10.1108/SRJ-04-2020-0147