Organizational attention to corporate social responsibility and corporate social performance: the moderating effects of corporate governance

• Author: Xiaoping Zhao,Chan Xiong,Shouming Chen
• DOI: http://doi.org/10.1111/beer.12124
• Date: 01 October 2016
• Published date: 01 October 2016

Organizational attention to

corporate social responsibility

and corporate social

performance: the moderating

effects of corporate

governance

Xiaoping Zhao

1

, Shouming Chen

2,

* and

Chan Xiong

3

1. Antai College of Economics and Management, Shanghai Jiao TongUniversity, Shanghai, 200030,P. R. China

2. School of Economics and Management, TongjiUniversity, Shanghai, 200092,P.R. China

3. School of Management, Huazhong University of Science & Technology, Wuhan, Hubei, 430074, P. R. China

Many studies have explored the antecedents of corporate social performance (CSP), such as institutional

forces and stakeholder pressures. However, few studies examine CSP from a socio-cognitive perspective. To

address this research void, this study adopts an attention-based approach to examine the relationship between

managers’ attention to social issues and CSP. More important, this study reports that this relationship will be

moderated by governance mechanisms that constrain managerial discretion. Using a sample of Chinese listed

firms, this study provides empirical support for these arguments. Therefore, our study adds new insights to the

literature addressing CSP from a socio-cognitive perspective and speaks to the structural features, both inside

and outside organizations, that guide managers’ attention.

Introduction

In an age of corporate corruption and scandals, cor-

porate social performance (CSP) has attracted much

attentionfrombusinessresearchersandpractitioners.

CSP refers to “a business organization’s configuration

of principles of social responsibility, processes of

social responsiveness, and policies, programs, and

observable outcomes as they relate to the firm’s soci-

etal relationships” (Wood 1991: 693). This definition

of CSP suggests that it is an umbrella concept that

covers not only a variety of organizational policies,

procedures, activities, and practices that are intended

to address the interests of stakeholders but also the

impacts of these practices and activities on stakehold-

ers (Palazzo & Scherer 2008; Peloza 2009). CSP has

been studied for decades, and many articles examin-

ing its antecedents have been published (for a review,

see Aguinis & Glavas 2012). Recently, several schol-

ars have examined the antecedents of CSP from a

socio-cognitive approach (Mitchellet al. 19 97; Muller

& Whiteman 2015). This literature argues that CSP

*Corresponding author.

V

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doi: 10.1111/beer.12124

386

Business Ethics: A European Review

Volume 25 Number 4 October 2016