A conceptual approach to exploring board effect on CSR responsiveness

Zhang, P. ORCID: https://orcid.org/0000-0002-2136-4984 and Kakabadse, N. ORCID: https://orcid.org/0000-0002-9517-8279 (2022) A conceptual approach to exploring board effect on CSR responsiveness. Journal of Corporate Governance, Insurance, and Risk Management, 9 (2). pp. 302-315. ISSN 2757-0983 doi: 10.56578/jcgirm090201

Abstract/Summary

Our aim is to design a conceptual model illustrating the impact of corporate boards on corporate social responsibility (CSR). Scholars and researchers from various disciplines have all pointed out the increasing importance of CSR as a corporate strategy, and the question of how to manage the corporate attention allocation to CSR issues has shown its values in the field of CSR and corporate governance. The paper first presents the argument of applying a four-category variable, CSR responsiveness, to measure CSR: non-action, symbolic action, compliance, and proactivity. We believe corporate boards influence CSR responsiveness both directly and indirectly. Directly, active board involvement in performing control, strategy, and service tasks could enhance CSR responsiveness. Indirectly, through board attention structures supported by the attention-based view, we have detailed the impact of the boards of directors on attention allocation. They include the characteristics of directors, the communication style of CSR issues, and external and internal environmental forces. We also discuss the implication of the model to conclude.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/109721
Identification Number/DOI	10.56578/jcgirm090201
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Acadlore
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