Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/25403
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dc.contributor.authorSahasranamam S.
dc.contributor.authorArya B.
dc.contributor.authorSud M.
dc.date.accessioned2022-02-11T10:16:59Z
dc.date.available2022-02-11T10:16:59Z
dc.date.issued2020
dc.identifier.citationSahasranamam, S., Arya, B., & Sud, M. (2020). Ownership structure and corporate social responsibility in an emerging market. Asia Pacific Journal of Management, 37(4). https://doi.org/10.1007/s10490-019-09649-1
dc.identifier.issn2174561
dc.identifier.urihttps://www.doi.org/10.1007/s10490-019-09649-1
dc.identifier.urihttp://hdl.handle.net/11718/25403
dc.description.abstractWhile scholarship exploring the impact of ownership structure on corporate social responsibility (CSR) has investigated firms in developed markets, less work has examined how ownership in firms from emerging markets influences community-related CSR. Both internal and external forces potentially drive community-related CSR decisions. It is hence important to understand the role of internal constraints arising due to agency problems along with institutional pressures from external stakeholders in emerging markets in shaping CSR. In this study, we draw on agency theory and sociological perspectives of institutions to explore variations in the motivation of different owners to pursue a socially responsible agenda. Our analysis of a sample of Indian firms for the period 2008-2015 illustrates that business group and family ownership is beneficial for community-related CSR. Our theoretical arguments and results highlight the importance of combining multiple lenses to assess the influence of ownership structures on CSR in emerging markets.
dc.language.isoen_US
dc.publisherSpringer
dc.relation.ispartofAsia Pacific Journal of Management
dc.subjectAgency theory
dc.subjectCSR
dc.subjectEmerging market
dc.subjectInstitutional theory
dc.subjectOwnership structure
dc.titleOwnership structure and corporate social responsibility in an emerging market
dc.typeArticle
dc.rights.licenseCC BY
dc.contributor.affiliationStrathclyde Business School, University of Strathclyde, Sir William Duncan Building, Glasgow, G4 0GE, United Kingdom
dc.contributor.affiliationCollege of Business Administration, University of Missouri- St. Louis, 1003 SSB Tower, St. Louis, MO 63121, United States
dc.contributor.affiliationIndian Institute of Management Ahmedabad, Vastrapur, Ahmedabad, Gujarat 380015, India
dc.contributor.institutionauthorSahasranamam, S., Strathclyde Business School, University of Strathclyde, Sir William Duncan Building, Glasgow, G4 0GE, United Kingdom
dc.contributor.institutionauthorArya, B., College of Business Administration, University of Missouri- St. Louis, 1003 SSB Tower, St. Louis, MO 63121, United States
dc.contributor.institutionauthorSud, M., Indian Institute of Management Ahmedabad, Vastrapur, Ahmedabad, Gujarat 380015, India
dc.description.scopusid55949261300
dc.description.scopusid22133554800
dc.description.scopusid25026428800
dc.identifier.doi10.1007/s10490-019-09649-1
dc.identifier.endpage1192
dc.identifier.startpage1165
dc.identifier.issue4
dc.identifier.volume37
Appears in Collections:Open Access Journal Articles

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