The Effect of Chief Executive Officer and Board Prior Corporate Social Responsibility Experiences on Their Focal Firm's Corporate Social Responsibility: The Moderating Effect of Chief Executive Officer Overconfidence

Marwan Al-Shammari; Hussam Al-Shammari; Soumendra Nath Banerjee; D Harold Doty

doi:10.3389/fpsyg.2022.891331

The Effect of Chief Executive Officer and Board Prior Corporate Social Responsibility Experiences on Their Focal Firm's Corporate Social Responsibility: The Moderating Effect of Chief Executive Officer Overconfidence

Front Psychol. 2022 Jul 22:13:891331. doi: 10.3389/fpsyg.2022.891331. eCollection 2022.

Authors

Marwan Al-Shammari¹, Hussam Al-Shammari², Soumendra Nath Banerjee³, D Harold Doty¹

Affiliations

¹ Soules College of Business, The University of Texas at Tyler, Tyler, TX, United States.
² Eberly College of Business, Indiana University of Pennsylvania, Indiana, PA, United States.
³ College of Business, Misericordia University, Dallas, PA, United States.

Abstract

This research aims to examine how the prior experiences of the chief executive officer (CEO) and board influence the focal firm's Corporate Social Responsibility (CSR) activities. Further, the present study examines how CEO overconfidence influences the diffusion of CSR activities. The authors theorize that overconfident CEOs are influenced more by the corporate strategies they experienced on other boards and less by the corporate strategies experienced by other directors. Through longitudinal analyses of the CSR profiles a sample of S&P 500 companies for the period 2006-2013, the study shows that CEO and board prior CSR experience are positively related to the firm's current CSR activities. The authors find a significant positive moderating effect of CEO overconfidence on the relationship between CEO prior CSR and the focal firm's CSR. The theory and results highlight how CEO and board prior CSR exposure may influence the focal firm's stances toward CSR and that CEO overconfidence may have differential effects on these relationships.

Keywords: CEO interests; CEO overconfidence; CEO prior CSR; board prior CSR; firm’s CSR.