Ownership influences on corporate social responsibility in the Indian context
The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 50...
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| Veröffentlicht in: | Asia Pacific journal of management 2018-12, Vol.35 (4), p.1107-1136 |
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| container_title | Asia Pacific journal of management |
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| creator | Cordeiro, James J. Galeazzo, Ambra Shaw, Tara Shankar Veliyath, Rajaram Nandakumar, M. K. |
| description | The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 500 large Indian companies to test a model of corporate ownership forms as key determinants of CSR engagement in India. Based on neo-institutional theory, our model of CSR determinants investigates the roles of three salient aspects of ownership namely multinational ownership/affiliation, state ownership and family ownership and control, after controlling for the influence of firm size, firm age, leverage, the availability of slack resources, profitability and various governance attributes. Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. We offer our conjectures on this anomalous finding and the research possibilities it opens up. |
| doi_str_mv | 10.1007/s10490-017-9546-8 |
| format | Article |
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Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. 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K.</creatorcontrib><title>Ownership influences on corporate social responsibility in the Indian context</title><title>Asia Pacific journal of management</title><addtitle>Asia Pac J Manag</addtitle><description>The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 500 large Indian companies to test a model of corporate ownership forms as key determinants of CSR engagement in India. Based on neo-institutional theory, our model of CSR determinants investigates the roles of three salient aspects of ownership namely multinational ownership/affiliation, state ownership and family ownership and control, after controlling for the influence of firm size, firm age, leverage, the availability of slack resources, profitability and various governance attributes. Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. 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| subjects | Business and Management Business ownership Management Multinational corporations Regression analysis Social responsibility |
| title | Ownership influences on corporate social responsibility in the Indian context |
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