The main aim of the current study is to analyze how the corporate social responsibility committee (CSRC) could influence corporate social performance. We focus on specific areas of corporate social responsibility (hereafter CSR), especially protection of human rights, environment and enhancing business ethics, community involvement, corporate governance, and workplace conditions. It is drawn on firms listed on the SBF120 (Société des Bourses Françaises) index consisting of the 120 largest capitalizations listed on the French Stock Exchange market between 2003 and 2018. Using propensity score matching and System Generalized Method of Moments, we run several tests and provide the following findings. First, establishing CSR committees enhances social performance through particular vehicles, such as increasing business involvement in ecological and social projects protecting human rights. Second, several CSRC characteristics have more pronounced effects on CSR performances, while others have marginal effects. For instance, all CSR dimensions are positively associated with directors’ assiduity and negatively related to the CEO involvement in CSRC, although the chair membership enhances CSR performance by improving the employees’ well-being, ethics in businesses, and governance. Women CSRC directors are more concerned about the environment, human rights, and corporate governance. Regarding CSRC functioning, meeting frequency increases human resources and business ethics. Also, CSRC meeting frequency is positively associated with CSR performance, specifically human resources and business ethics issues. Besides, a positive association between board chair membership and human resources, business ethics, and corporate governance is also identified. These results are robust in high CSR-sensitive industries. These findings shed light on the timely role of CSRC in improving CSR strategies and provide support for companies to consider specialized committees that are responsible for CSR-related issues as a mechanism to improve firm performance. Furthermore, it provides managerial recommendations on the profile of CSRC members: the cognitive and individual characteristics are key determinants in CSR involvement and performance. Specifically, more diverse committees help to achieve and enhance different areas of CSR.
| Published in | European Business & Management (Volume 9, Issue 6) |
| DOI | 10.11648/j.ebm.20230906.11 |
| Page(s) | 136-154 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Board Composition, Committee Diversity, Governance Quality, Committee Meeting, Committee Membership
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APA Style
Beji, R., Yousfi, O., Omri, A. (2023). The Impact of Corporate Social Responsibility Committee on Corporate Social Responsibility: Empirical Evidence from France. European Business & Management, 9(6), 136-154. https://doi.org/10.11648/j.ebm.20230906.11
ACS Style
Beji, R.; Yousfi, O.; Omri, A. The Impact of Corporate Social Responsibility Committee on Corporate Social Responsibility: Empirical Evidence from France. Eur. Bus. Manag. 2023, 9(6), 136-154. doi: 10.11648/j.ebm.20230906.11
AMA Style
Beji R, Yousfi O, Omri A. The Impact of Corporate Social Responsibility Committee on Corporate Social Responsibility: Empirical Evidence from France. Eur Bus Manag. 2023;9(6):136-154. doi: 10.11648/j.ebm.20230906.11
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Download@article{10.11648/j.ebm.20230906.11,
author = {Rania Beji and Ouidad Yousfi and Abdelwahed Omri},
title = {The Impact of Corporate Social Responsibility Committee on Corporate Social Responsibility: Empirical Evidence from France},
journal = {European Business & Management},
volume = {9},
number = {6},
pages = {136-154},
doi = {10.11648/j.ebm.20230906.11},
url = {https://doi.org/10.11648/j.ebm.20230906.11},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20230906.11},
abstract = {The main aim of the current study is to analyze how the corporate social responsibility committee (CSRC) could influence corporate social performance. We focus on specific areas of corporate social responsibility (hereafter CSR), especially protection of human rights, environment and enhancing business ethics, community involvement, corporate governance, and workplace conditions. It is drawn on firms listed on the SBF120 (Société des Bourses Françaises) index consisting of the 120 largest capitalizations listed on the French Stock Exchange market between 2003 and 2018. Using propensity score matching and System Generalized Method of Moments, we run several tests and provide the following findings. First, establishing CSR committees enhances social performance through particular vehicles, such as increasing business involvement in ecological and social projects protecting human rights. Second, several CSRC characteristics have more pronounced effects on CSR performances, while others have marginal effects. For instance, all CSR dimensions are positively associated with directors’ assiduity and negatively related to the CEO involvement in CSRC, although the chair membership enhances CSR performance by improving the employees’ well-being, ethics in businesses, and governance. Women CSRC directors are more concerned about the environment, human rights, and corporate governance. Regarding CSRC functioning, meeting frequency increases human resources and business ethics. Also, CSRC meeting frequency is positively associated with CSR performance, specifically human resources and business ethics issues. Besides, a positive association between board chair membership and human resources, business ethics, and corporate governance is also identified. These results are robust in high CSR-sensitive industries. These findings shed light on the timely role of CSRC in improving CSR strategies and provide support for companies to consider specialized committees that are responsible for CSR-related issues as a mechanism to improve firm performance. Furthermore, it provides managerial recommendations on the profile of CSRC members: the cognitive and individual characteristics are key determinants in CSR involvement and performance. Specifically, more diverse committees help to achieve and enhance different areas of CSR.
},
year = {2023}
}
TY - JOUR T1 - The Impact of Corporate Social Responsibility Committee on Corporate Social Responsibility: Empirical Evidence from France AU - Rania Beji AU - Ouidad Yousfi AU - Abdelwahed Omri Y1 - 2023/11/17 PY - 2023 N1 - https://doi.org/10.11648/j.ebm.20230906.11 DO - 10.11648/j.ebm.20230906.11 T2 - European Business & Management JF - European Business & Management JO - European Business & Management SP - 136 EP - 154 PB - Science Publishing Group SN - 2575-5811 UR - https://doi.org/10.11648/j.ebm.20230906.11 AB - The main aim of the current study is to analyze how the corporate social responsibility committee (CSRC) could influence corporate social performance. We focus on specific areas of corporate social responsibility (hereafter CSR), especially protection of human rights, environment and enhancing business ethics, community involvement, corporate governance, and workplace conditions. It is drawn on firms listed on the SBF120 (Société des Bourses Françaises) index consisting of the 120 largest capitalizations listed on the French Stock Exchange market between 2003 and 2018. Using propensity score matching and System Generalized Method of Moments, we run several tests and provide the following findings. First, establishing CSR committees enhances social performance through particular vehicles, such as increasing business involvement in ecological and social projects protecting human rights. Second, several CSRC characteristics have more pronounced effects on CSR performances, while others have marginal effects. For instance, all CSR dimensions are positively associated with directors’ assiduity and negatively related to the CEO involvement in CSRC, although the chair membership enhances CSR performance by improving the employees’ well-being, ethics in businesses, and governance. Women CSRC directors are more concerned about the environment, human rights, and corporate governance. Regarding CSRC functioning, meeting frequency increases human resources and business ethics. Also, CSRC meeting frequency is positively associated with CSR performance, specifically human resources and business ethics issues. Besides, a positive association between board chair membership and human resources, business ethics, and corporate governance is also identified. These results are robust in high CSR-sensitive industries. These findings shed light on the timely role of CSRC in improving CSR strategies and provide support for companies to consider specialized committees that are responsible for CSR-related issues as a mechanism to improve firm performance. Furthermore, it provides managerial recommendations on the profile of CSRC members: the cognitive and individual characteristics are key determinants in CSR involvement and performance. Specifically, more diverse committees help to achieve and enhance different areas of CSR. VL - 9 IS - 6 ER -
Centre de l’Economie de l’Université de Paris Nord, University of Sorbonne Paris Nord, Paris, France
Finance Department, University of Montpellier, Montpellier, France
Gouvernance d’Entreprise, Finance Appliquée et Audit, Institut Supérieur de Gestion, University of Tunis, Tunisia
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