Drawing on servant leadership theory, this study aims to investigate whether the presence of royal family members on boards of directors impacts corporate social responsibility (CSR) reporting.
CSR scores from a Bloomberg database are used and royal family data are collected from annual reports. The required analyses to test the hypotheses of this study have been performed.
The findings demonstrate a positive relationship between the presence of royal family directors and CSR reporting.
This study seeks to contribute to the literature on servant leadership theory and CSR by highlighting the impact of royal family directors on CSR reporting. This study may also contribute to an understanding of royal family leadership as a predictor of CSR reporting.
The authors would like to thank Professor Esther Ortiz-Martínez, the editor and two anonymous reviewers for their suggestions and comments. The authors are grateful to Professor Michael Jones, University of Bristol, for his valuable comments, to the AAA 2016 anonymous reviewer and to the APMMA 2016 Taiwan discussants and attendees. This study was supported by Qatar University Internal Grant No. QUUG-CBE-AIS-15/16-8. The findings achieved herein are solely the responsibility of the authors.
Alazzani, A., Aljanadi, Y. and Shreim, O. (2019), "The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective", Social Responsibility Journal, Vol. 15 No. 1, pp. 120-136. https://doi.org/10.1108/SRJ-07-2017-0138Download as .RIS
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