Accessibility navigation

Firm ownership structure impact on corporate social responsibility: evidence from austerity U.K.

Elgergeni, S., Khan, N. and Kakabadse, N. (2018) Firm ownership structure impact on corporate social responsibility: evidence from austerity U.K. International Journal of Sustainable Development & World Ecology, 25 (7). pp. 602-618. ISSN 1745-2627

Text - Accepted Version
· Please see our End User Agreement before downloading.


It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1080/13504509.2018.1450306


Corporate social responsibility has become an increasingly important sustainable development issue in U.K. The main contribution of this study is to examine how firm ownership structure impacts good corporate governance and corporate social responsibility in U.K. during austerity conditions. Following the financial crisis of 2007/8 the U.K. government introduced austerity conditions which impacted firm CSR activities. From the initial sample of more than 250 firms, fifty consistently remain listed on the FTSE4good index during 2008-2012 and are analysed. The definition of CSR distinguishes voluntary and mandatory CSR construct (Arora and Dharwadkhar, 2011). Findings indicate Board ownership structure and satisfactory firm performance impact on the level of voluntary CSR. Board ownership results suggest increased institutional and non-CEO shareholdings support a higher level of voluntary CSR engagement, whilst increased CEO shareholdings lead to a lower level of investment in voluntary CSR. In terms of satisfactory firm performance, results suggest positive attainment discrepancy supports a higher level of voluntary CSR, whereas greater potential organizational slack leads to a lower level of voluntary CSR investment. Effective governance and voluntary CSR association is more pronounced under conditions of high attainment discrepancy and low organizational slack. The findings suggest implications for adapting firm decision-making latitude and government policy between austerity and prosperity conditions.

Item Type:Article
Divisions:Henley Business School > Marketing and Reputation
ID Code:76163
Publisher:Taylor & Francis


Downloads per month over past year

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation