Ownership structure and corporate social responsibility in an emerging market
While scholarship exploring the impact of ownership structure on corporate social responsibility (CSR) has investigated firms in developed markets, less work has examined how ownership in firms from emerging markets influences community-related CSR. Both internal and external forces potentially driv...
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| Published in | Asia Pacific journal of management Vol. 37; no. 4; pp. 1165 - 1192 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
New York
Springer US
01.12.2020
Springer Nature B.V |
| Subjects | |
| Online Access | Get full text |
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| Abstract | While scholarship exploring the impact of ownership structure on corporate social responsibility (CSR) has investigated firms in developed markets, less work has examined how ownership in firms from emerging markets influences community-related CSR. Both internal and external forces potentially drive community-related CSR decisions. It is hence important to understand the role of internal constraints arising due to agency problems along with institutional pressures from external stakeholders in emerging markets in shaping CSR. In this study, we draw on agency theory and sociological perspectives of institutions to explore variations in the motivation of different owners to pursue a socially responsible agenda. Our analysis of a sample of Indian firms for the period 2008–2015 illustrates that business group and family ownership is beneficial for community-related CSR. Our theoretical arguments and results highlight the importance of combining multiple lenses to assess the influence of ownership structures on CSR in emerging markets. |
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| AbstractList | While scholarship exploring the impact of ownership structure on corporate social responsibility (CSR) has investigated firms in developed markets, less work has examined how ownership in firms from emerging markets influences community-related CSR. Both internal and external forces potentially drive community-related CSR decisions. It is hence important to understand the role of internal constraints arising due to agency problems along with institutional pressures from external stakeholders in emerging markets in shaping CSR. In this study, we draw on agency theory and sociological perspectives of institutions to explore variations in the motivation of different owners to pursue a socially responsible agenda. Our analysis of a sample of Indian firms for the period 2008–2015 illustrates that business group and family ownership is beneficial for community-related CSR. Our theoretical arguments and results highlight the importance of combining multiple lenses to assess the influence of ownership structures on CSR in emerging markets. |
| Author | Sud, Mukesh Sahasranamam, Sreevas Arya, Bindu |
| Author_xml | – sequence: 1 givenname: Sreevas orcidid: 0000-0001-9418-4493 surname: Sahasranamam fullname: Sahasranamam, Sreevas email: sreevas.sahasranamam@strath.ac.uk organization: Strathclyde Business School, , University of Strathclyde – sequence: 2 givenname: Bindu surname: Arya fullname: Arya, Bindu organization: College of Business Administration, University of Missouri- St. Louis – sequence: 3 givenname: Mukesh surname: Sud fullname: Sud, Mukesh organization: Indian Institute of Management Ahmedabad |
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| Copyright | The Author(s) 2019 Asia Pacific Journal of Management is a copyright of Springer, (2019). All Rights Reserved. © 2019. This work is published under http://creativecommons.org/licenses/by/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. The Author(s) 2019. This work is published under https://creativecommons.org/licenses/by/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. |
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| Title | Ownership structure and corporate social responsibility in an emerging market |
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