Potentials of top management team career development and corporate social responsibility A study on listed manufacturing companies in China

作     者：Hu, Yelin Zhang, Qiwang Wang, Xin 

作者机构：Univ Chinese Acad Social Sci Grad Sch Beijing Peoples R China Liaoning Univ Business Sch Shenyang Liaoning Peoples R China Chinese Acad Social Sci Inst Ind Econ Beijing Peoples R China 

出 版 物：《CAREER DEVELOPMENT INTERNATIONAL》 (国际职业开发)

年 卷 期：2019年第24卷第6期

页      面：560-579页

核心收录：

学科分类：0402[教育学-心理学(可授教育学、理学学位）] 12[管理学] 120202[管理学-企业管理（含：财务管理、市场营销、人力资源管理）] 0202[经济学-应用经济学] 02[经济学] 1202[管理学-工商管理] 1201[管理学-管理科学与工程(可授管理学、工学学位)] 

主　　题：Corporate social responsibility Ownership Potentials of top management team career development 

摘      要：Purpose The purpose of this paper is to explore the relationship between potentials of top management teams (TMT) career development and corporate social responsibility (CSR) by examining listed manufacturing companies in China. More importantly, it tried to contribute to the understanding of the senior executive s career development in the trend of upgrading the manufacturing industry. Design/methodology/approach The sample firms in this paper were selected from the China A-listed companies in the manufacturing industry. It collected CSR and TMT data from the Rankins CSR Ratings (RKS) Database and CSMAR database and applied the multiple regression to test the hypotheses. Moreover, it implemented the robustness test by using the standard regression method and the structural equation model. Findings The findings indicate that a firm s CSR performance is significantly associated with TMT s educational level and overseas background. The government background, academic background and financial background of high-level managers, instead, have a negative relationship with CSR performance. In addition, firm s ownership moderates the relationship between TMT and CSR initiatives - the career development potential of TMT has different effects on promoting CSR in the context of different ownership. These relationships remain significant when the managers tenure, gender, age, wage and firm size are controlled. Research limitations/implications - The empirical research on the potentials of executive career development and CSR is limited to linear assumptions. Since there are fewer overseas holding companies in Chinese state-owned and private enterprises, it failed to reflect international differences. Practical implications - First, CSR is related to the potentials of TMT career development and also the potentials of TMT career development are associated with the structure of the TMT. Second, to improve CSR, it is necessary to distinguish the different ownership of companies a