Family and nonfamily female directors' effect on CSR strategy
Abstract By investigating a sample of industrial Italian listed firms for the years 2003–2020, this research aims to explore two main relationships. First, the study examines the association between the ratio of female directors and CSR strategy score in both family and nonfamily firms. Second, it i...
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| Published in | Corporate social-responsibility and environmental management |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
12.08.2024
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| Online Access | Get full text |
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| Abstract | Abstract By investigating a sample of industrial Italian listed firms for the years 2003–2020, this research aims to explore two main relationships. First, the study examines the association between the ratio of female directors and CSR strategy score in both family and nonfamily firms. Second, it investigates the link between family female directors and nonfamily female directors within the subsample of family firms. The empirical findings show the existence of a positive link between the ratio of female directors and CSR strategy score only in the subsample of family firms and that this result is driven by the percentage of nonfamily female directors. Additional analyses, aiming to elucidate the heterogeneity of family female directors, report that family females who have an executive role on the board are beneficial for the CSR strategy score, whereas family females who are interlocked and with long tenure are detrimental for the CSR strategy score. |
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| AbstractList | Abstract By investigating a sample of industrial Italian listed firms for the years 2003–2020, this research aims to explore two main relationships. First, the study examines the association between the ratio of female directors and CSR strategy score in both family and nonfamily firms. Second, it investigates the link between family female directors and nonfamily female directors within the subsample of family firms. The empirical findings show the existence of a positive link between the ratio of female directors and CSR strategy score only in the subsample of family firms and that this result is driven by the percentage of nonfamily female directors. Additional analyses, aiming to elucidate the heterogeneity of family female directors, report that family females who have an executive role on the board are beneficial for the CSR strategy score, whereas family females who are interlocked and with long tenure are detrimental for the CSR strategy score. |
| Author | Naciti, Valeria Tenuta, Paolo Cambrea, Domenico Rocco |
| Author_xml | – sequence: 1 givenname: Domenico Rocco orcidid: 0000-0002-2412-4839 surname: Cambrea fullname: Cambrea, Domenico Rocco organization: Department of Communication and Economics University of Modena and Reggio Emilia Reggio Emilia Italy – sequence: 2 givenname: Paolo surname: Tenuta fullname: Tenuta, Paolo organization: Department of Business Administration and Law University of Calabria Arcavacata di Rende Italy – sequence: 3 givenname: Valeria surname: Naciti fullname: Naciti, Valeria organization: Department of Economics University of Messina Messina Italy |
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