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1 – 3 of 3Cynthia R Phillips, Abraham Stefanidis and Victoria Shoaf
Drawing on legitimacy and upper-echelon theory, this paper aims to investigate the moderating role of corporate governance in the relationship between corporate social performance…
Abstract
Purpose
Drawing on legitimacy and upper-echelon theory, this paper aims to investigate the moderating role of corporate governance in the relationship between corporate social performance (CSP) and board gender diversity (BGD).
Design/methodology/approach
Using Morgan Stanley Capital International measures of social and governance performance, the authors use 2,950 firm-year observations from US companies for the years 2016–2020 to show that good performance on social issues drives BGD.
Findings
The panel data model indicates that the relationship between CSP and BGD is strengthened when firms display robust corporate governance.
Originality/value
This study contributes to the extant literature through empirical consideration of CSP as a predictor of BGD, a relationship that has rarely been examined. It further highlights the significant role of corporate governance in ensuring that women have access to corporate boards. Discussion and findings highlight that social performance and governance may significantly contribute to the diversity of socially cognizant boards.
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Zhichao Wang and Valentin Zelenyuk
Estimation of (in)efficiency became a popular practice that witnessed applications in virtually any sector of the economy over the last few decades. Many different models were…
Abstract
Estimation of (in)efficiency became a popular practice that witnessed applications in virtually any sector of the economy over the last few decades. Many different models were deployed for such endeavors, with Stochastic Frontier Analysis (SFA) models dominating the econometric literature. Among the most popular variants of SFA are Aigner, Lovell, and Schmidt (1977), which launched the literature, and Kumbhakar, Ghosh, and McGuckin (1991), which pioneered the branch taking account of the (in)efficiency term via the so-called environmental variables or determinants of inefficiency. Focusing on these two prominent approaches in SFA, the goal of this chapter is to try to understand the production inefficiency of public hospitals in Queensland. While doing so, a recognized yet often overlooked phenomenon emerges where possible dramatic differences (and consequently very different policy implications) can be derived from different models, even within one paradigm of SFA models. This emphasizes the importance of exploring many alternative models, and scrutinizing their assumptions, before drawing policy implications, especially when such implications may substantially affect people’s lives, as is the case in the hospital sector.
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This study aims to explore the values, resilience and innovation of four food businesses during the COVID-19 pandemic and their responses to the chaotic environment they find…
Abstract
Purpose
This study aims to explore the values, resilience and innovation of four food businesses during the COVID-19 pandemic and their responses to the chaotic environment they find themselves in. It also evaluates whether there is evidence of a thriving food in tourism environment propelling these businesses forward within an innovative regenerative tourism system.
Design/methodology/approach
A descriptive and comparative case study approach is used using a holistic design with four in-depth interviews for each business over 18 months. A thematic analysis of the qualitative data provides answers to the key research questions and informs our understanding of the ecosystems in which food businesses reside.
Findings
The findings indicate that an internal business ecosystem with a strong value base and effective networks across a range of stakeholders enhances resilience. The crisis refocused and stimulated a variety of innovations.
Practical implications
An ethos of collaboration and cooperation for food businesses provides opportunities for a shared future where it is implemented.
Social implications
A values-based food in tourism system that gives back to communities potentially creates an external environment that better supports small food businesses; however, the place of food in tourism and the food story of Aotearoa New Zealand continues to lack clarity.
Originality/value
The exploration of four food businesses in the time of crisis provides new insights into the multidirectional inter-related factors that either drive success or hinder it.
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