مقاله انگلیسی رایگان در مورد مسئولیت اجتماعی شرکتی و تنوع جنسیتی – وایلی 2017

Abstract
A growing body of empirical evidence suggests a positive link between boardroom gender diversity and corporate social responsibility (CSR) performance in developed economy firms. However, there is a paucity of evidence regarding whether this relationship holds true for developing economy firms. Relying on stakeholder and institutional theory, this study examines for a positive link between board gender diversity and enhanced corporate social performance of firms across three Asia Pacific emerging economies (Malaysia, Pakistan, and Thailand). We find a significant relationship between board gender diversity and enhanced adoption of CSR in these emerging markets. Given that emerging societies and their environments are often the most vulnerable to unethical corporate practices, our finding that female directors can play a strategic role in enabling firms to ethically manage their social responsibilities and sustainable practices has important policy implications for regulators and stakeholders. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

Introduction

CAPITAL MARKET CONTESTANTS, PARTICULARLY INSTITUTIONAL INVESTORS, SHAREHOLDER ACTIVISTS, AND FINANCIAL market speculators, are paying closer attention to corporate governance, corporate social responsibilities (CSR), and board gender diversity of listed firms, when pursuing both the financial and the social goals of their stakeholders. This framework is now widely acknowledged in the management literature for its descriptive accuracy, instrumental power, and normative validity (Donaldson & Preston, 1995; Campbell, 2006; Park & Park, 2016). Stakeholder theory emphasizes that an organization is part of a broader social system wherein the organization impacts, and is impacted by, other groups within society (Freeman & Reed, 1983; Freeman, 2001; Deegan, 2002). However specific stakeholder groups not only have differing expectations of how the organization should conduct its operation but vary in their ability to influence the organization to comply with their expectations. How an organization reacts to the impact of various stakeholder groups depends not only on the institutional environment in which it operates but the characteristics of its decision-makers. Nordberg (2008) argues that it is the responsibility of corporate boards to manage for the benefit of all stakeholders and that firms with a diversified board are better positioned to understand broader societal needs and create a positive firm image that enhances stakeholder outcomes. An important facet of board diversity receiving recent attention in the literature focuses on gender diversity.