The Effect of Chief Executive Officer and Board Prior Corporate Social Responsibility Experiences on Their Focal Firm’s Corporate Social Responsibility: The Moderating Effect of Chief Executive Officer Overconfidence

This research aims to examine how the prior experiences of the chief executive officer (CEO) and board influence the focal firm’s Corporate Social Responsibility (CSR) activities. Further, the present study examines how CEO overconfidence influences the diffusion of CSR activities. The authors theor...

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Published inFrontiers in psychology Vol. 13; p. 891331
Main Authors Al-Shammari, Marwan, Al-Shammari, Hussam, Banerjee, Soumendra Nath, Doty, D. Harold
Format Journal Article
LanguageEnglish
Published Frontiers Media S.A 22.07.2022
Subjects
board prior CSR
CEO interests
CEO overconfidence
CEO prior CSR
firm’s CSR
Psychology
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Summary:This research aims to examine how the prior experiences of the chief executive officer (CEO) and board influence the focal firm’s Corporate Social Responsibility (CSR) activities. Further, the present study examines how CEO overconfidence influences the diffusion of CSR activities. The authors theorize that overconfident CEOs are influenced more by the corporate strategies they experienced on other boards and less by the corporate strategies experienced by other directors. Through longitudinal analyses of the CSR profiles a sample of S&P 500 companies for the period 2006-2013, the study shows that CEO and board prior CSR experience are positively related to the firm’s current CSR activities. The authors find a significant positive moderating effect of CEO overconfidence on the relationship between CEO prior CSR and the focal firm’s CSR. The theory and results highlight how CEO and board prior CSR exposure may influence the focal firm’s stances toward CSR and that CEO overconfidence may have differential effects on these relationships.
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These authors have contributed equally to this work
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Edited by: Joseph Mpeera Ntayi, Makerere University, Uganda
Reviewed by: Maria Kovacova, University of Žilina, Slovakia; Muhammad Mohsin, Hunan University of Humanities, Science and Technology, China
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2022.891331