Managerial Talent and Corporate Social Responsibility (CSR): How Do Talented Managers View Corporate Social Responsibility?
Author | Pornsit Jiraporn,Pattanaporn Chatjuthamard,Shenghui Tong,Manohar Singh |
Published date | 01 June 2016 |
DOI | http://doi.org/10.1111/irfi.12067 |
Date | 01 June 2016 |
Managerial Talent and Corporate
Social Responsibility (CSR): How
Do Talented Managers View
Corporate Social Responsibility?*
PATTANAPORN CHATJUTHAMARD†,PORNSIT JIRAPORN‡,
SHENGHUI TONG§AND MANOHAR SINGH¶
†SASIN Graduate Institute of Business Administration, Chulalongkorn University,
Bangkok, Thailand
‡School of Graduate Professional Studies, Pennsylvania State University, Malvern, PA
§Central University of Finance and Economics, Beijing, China and
¶Pennsylvania State University, Abington, PA
ABSTRACT
Motivated by the ongoing debate on the costs and benefits of corporate social
responsibility (CSR), we explore how talented managers view CSR invest-
ments. Based on nearly 20,000 observations across 17 years, our evidence
reveals a nonmonotonic effect of managerial talent on CSR. Exploiting a
novel measure of managerial ability, we find that talented managers view
CSR investments favorably. However,only those with especially strong talent
are in favor of CSR investments. For executives ranked above the 75th
percentile in terms of managerial talent, an increase in managerial ability
leads to more CSR investments, suggesting that these strongly talented man-
agers perceive CSR as enhancing firm performance. In contrast, for those
with weaker talent, CSR investments are negatively associated with manage-
rial ability, implying that these weakly talented managers view CSR as a
wasteful deployment of resources. Further evidence shows that our conclu-
sion is unlikely confounded by endogeneity.
JEL Classification: M14, G32, G30
I. INTRODUCTION
The debate on the costs and benefits of corporate social responsibility (CSR) has
continued for nearly four decades, both in academics as well as among practi-
tioners, corporate executives, and shareholders. Corporations spend billions of
dollars on CSR-related activities. A large and rising number of mutual funds
* Part of this research was carried out while Pornsit Jiraporn served as Visiting Scholar at SASIN
Graduate Institute of Business Administration, Chulalongkorn University. This research is funded
by The Kanchanapisek Chalermphrakiat Endowment, Office of Academic Affairs, Chulalongkorn
University, Bangkok, Thailand.
DOI: 10.1111/irfi.12067
© 2015 International Review of Finance Ltd. 2015
International Review of Finance, 16:2, 2016: pp. 265–276
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