DO INTERACTION AND EDUCATION MODERATE TOP MANAGEMENT TEAM AGE HETEROGENEITY AND CORPORATE SOCIAL RESPONSIBILITY?

被引：9

作者：

Liu, Yawei ^{[1
]}

Gulzar, M. Awais ^{[2
]}

Zhang, Zhaoguo ^{[3
]}

Yang, Qingxiang ^{[3
]}

机构：

[1] South Cent Univ Nationalities, Sch Management, Wuhan, Hubei, Peoples R China

[2] Univ Waikato, Dept Business Adm, Hamilton, New Zealand

[3] Huazhong Univ Sci & Technol, Dept Accounting, Wuhan, Hubei, Peoples R China

来源：

SOCIAL BEHAVIOR AND PERSONALITY | 2018年 / 46卷 / 12期

基金：

中国国家自然科学基金;

关键词：

age heterogeneity; corporate social responsibility; top management team education; top management team interaction; upper echelons theory; FIRM PERFORMANCE; UPPER ECHELONS; DIVERSITY; DEMOGRAPHY; TENURE; NORMS; CEOS;

D O I：

10.2224/sbp.7780

中图分类号：

B84 [心理学];

学科分类号：

04 ; 0402 ;

摘要：

Using Chinese listed firms' data from 2008 to 2012, we explored, on the basis of upper echelons theory, whether and how top management team (TMT) age heterogeneity affects corporate social responsibility (CSR) and if TMT interaction and TMT education moderate this relationship. Results revealed an inverted U-shaped relationship between TMT age heterogeneity and CSR, in which TMT interaction played a moderating role; however, TMT education did not moderate the relationship. These results are helpful and significant for the understanding of CSR strategy, and for the improvement of human resource management.

引用

页码：2063 / 2080

页数：18

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