To read this content please select one of the options below:

CEO network centrality and corporate social responsibility

Adrien Bouchet (Collins College of Business, University of Tulsa, Tulsa, Oklahoma, USA)
Xuehu Song (College of Business Administration, California State University Stanislaus, Turlock, California, USA)
Li Sun (Collins College of Business, University of Tulsa, Tulsa, Oklahoma, USA)

Social Responsibility Journal

ISSN: 1747-1117

Article publication date: 30 December 2020

Issue publication date: 7 January 2022




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


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.


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.


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



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.



Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

Related articles