HETEROGENEITY OF TOP MANAGEMENT TEAM RELATIONSHIP, CORPORATE SOCIAL RESPONSIBILITY AND CORPORATE PERFORMANCE

  • Yang Chang Dhurakij Pundit University, Bangkok
Keywords: corporate social responsibility, heterogeneity of Top Management Team relationship, mediating effect

Abstract

Based on the perspective of corporate social responsibility, this paper builds an index of executive-team relationship heterogeneity based on four dimensions of academic, financial, market and foreign background relationships, and systematically explores the objective results, advocacy paths and value effects of executive-team relationship heterogeneity on corporate performance in the context of social relationships in China. The results show that the higher the heterogeneity of executive-team relationships is, the more negative the impact on corporate performance will be. As for the path of influence, a mediating effect test is used to verify that executive-team relationship heterogeneity can affect corporate performance by influencing the level of CSR performance. This paper expands the literature on factors influencing corporate performance at the micro level of the context of executive team relationships, which is an important guideline for improving the structure and mechanism for selecting managers in listed companies, further regulating the corporate governance system, and enhancing corporate value.

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Author Biography

Yang Chang, Dhurakij Pundit University, Bangkok

College of Innovative Business and Accountancy, Doctor of Philosophy in Business Administration, Dhurakij Pundit University, Bangkok, Thailand

Research interests: international business management

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Abstract views: 70
PDF Downloads: 78
Published
2023-05-03
How to Cite
Chang, Y. (2023). HETEROGENEITY OF TOP MANAGEMENT TEAM RELATIONSHIP, CORPORATE SOCIAL RESPONSIBILITY AND CORPORATE PERFORMANCE. The EUrASEANs: Journal on Global Socio-Economic Dynamics, (3(40), 24-32. https://doi.org/10.35678/2539-5645.3(40).2023.24-32