Most theorizing on the relationship between corporate social/environmental performance (CSP) and corporate financial performance (CFP) assumes that the current evidence is too fractured or too variable to draw any generalizable conclusions. With this integrative, quantitative study, we intend to show that the mainstream claim that we have little generalizable knowledge about CSP and CFP is built on shaky grounds. Providing a methodologically more rigorous review than previous efforts, we conduct a meta-analysis of 52 studies (which represent the population of prior quantitative inquiry) yielding a total sample size of 33,878 observations. The meta-analytic findings suggest that corporate virtue in the form of social responsibility and, to a lesser extent, environmental responsibility is likely to pay off, although the operationalizations of CSP and CFP also moderate the positive association. For example, CSP appears to be more highly correlated with accounting-based measures of CFP than with market-based ...

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Corporate Social and Financial Performance: A Meta-Analysis

There is an impressive history associated with the evolution of the concept and definition of corporate social responsibility (CSR). In this article, the author traces the evolution of the CSR cons...

Corporate Social Responsibility: Evolution of a Definitional Construct

This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

Recent thinking about top management has been influenced by alternative models of man.1 Economic approaches to governance such as agency theory tend to assume some form of homo-economicus, which depict subordinates as individualistic, opportunistic, and self-serving. Alternatively, sociological and psychological approaches to governance such as stewardship theory depict subordinates as collectivists, pro-organizational, and trustworthy. Through this research, we attempt to reconcile the differences between these assumptions by proposing a model based upon the subordinate's psychological attributes and the organization's situational characteristics.

https://www.jstor.org/stable/pdfplus/259223.pdf

Toward a stewardship theory of management

We examined 155 behavioral information systems research articles published from 1983-1988and found that while this research is not rooted in a single overarching theoretical perspective itdoes exhibit a single set of philosophical assumptions about the nature of valid evidence andthe phenomena of interest to information systems researchers. We argue in this paper that thesephilosophical assumptions draw on the natural science tradition, and hence may not always beappropriate for inquiry into the relationships between information technology and people or organizations. In particular, we suggest that the development and use of information technologywithin organizations is inherently processual and contextual, and that these characteristics are notalways adequately captured by the philosophical assumptions prevalent in information systemsresearch. Positing social process as central to information systems phenomena asserts theimportance of studying the ongoing interactions among people, information technology andorganizations, as these are situated historically and contextually.We argue in this paper that the dominant research perspective in information systems research isnot well-equipped to deal with situated interactions over time, and propose additional researchphilosophies to augment the one currently favored by behavioral information systemsresearchers. We outline the features of such additional research perspectives, the interpretive andthe critical, providing empirical examples to illustrate how and when they may be useful. Weconclude that multiple research perspectives can usefully be employed within the informationsystems community to enrich understanding of behavioral information systems phenomena.

https://papers.ssrn.com/sol3/Delivery.cfm/2451_14404.pdf?abstractid=1289076&mirid=1&type=2

Studying Information Technology in Organizations: Research Approaches and Assumptions

Careful review of extant research addressing the relationships between board composition, board leadership structure, and firm financial performance demonstrates little consistency in results. In general, neither board composition nor board leadership structure has been consistently linked to firm financial performance. In response to these findings, we provide metaanalyses of 54 empirical studies of board composition (159 samples, n = 40,160) and 31 empirical studies of board leadership structure (69 samples, n= 12,915) and their relationships to firm financial performance. These—and moderator analyses relying on firm size, the nature of the financial performance indicator, and various operationalizations of board composition— provide little evidence of systematic governance structure/financial performance relationships. © 1998 John Wiley & Sons, Ltd.

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Meta-analytic reviews of board composition, leadership structure, and financial performance

The field of corporate governance is at a crossroads. Our knowledge of what we know about the efficacy of corporate governance mechanisms is rivaled by what we do not know. This special topic forum is dedicated to continuing the rich tradition of research in this area, with the hope that the models and theories offered will propel corporate governance research to the next level, enhancing our understanding of those governance structures and mechanisms that best serve organizational functioning.

http://cfile8.uf.tistory.com/attach/22400D3555988C0C19D301

Corporate Governance: Decades of Dialogue and Data

Although a host of theory-driven rationales suggest a relationship between board of directors size and firm performance, the literature provides no consensus about the direction of that relationship. A meta-analysis of 131 samples (N = 20,620) provided systematic evidence of nonzero, positive, true population estimates of board size-performance relationships.

https://www.jstor.org/stable/pdfplus/256988.pdf

Number of Directors and Financial Performance: A Meta-Analysis

Empirical research has not consistently identified antecedents for predicting post-acquisition performance. We employ meta-analytic techniques to empirically assess the impact of the most commonly researched antecedent variables on post-acquisition performance. We find robust results indicating that, on average and across the most commonly studied variables, acquiring firms' performance does not positively change as a function of their acquisition activity, and is negatively affected to a modest extent. More importantly, our results indicate that unidentified variables may explain significant variance in post-acquisition performance, suggesting the need for additional theory development and changes to M&A research methods. Copyright © 2003 John Wiley & Sons, Ltd.

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Meta-analyses of Post-acquisition Performance: Indications of Unidentified Moderators

All public corporations must make a choice regarding board leadership structure. Advocates of more effective corporate governance argue for independent board leadership; yet many firms choose instead to allow the CEO to serve as board chairperson (CEO duality). This study examines the differential financial implications of these choices for 141 corporations over a 6-year time period. Results indicate significant differences in performance between the two groups along a number of performance measures; more specifically, firms opting for independent leadership consistently outperformed those relying upon CEO duality.

Dan R. Dalton

Papers

Meta-analytic reviews of board composition, leadership structure, and financial performance

Corporate Governance: Decades of Dialogue and Data

Number of Directors and Financial Performance: A Meta-Analysis

Meta-analyses of Post-acquisition Performance: Indications of Unidentified Moderators

CEO duality and organizational performance: A longitudinal analysis