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CEO network centrality and corporate social responsibility


Purpose
This study aims to examine the impact of a chief executive officer (CEO) social network centrality on corporate social responsibility (CSR) performance.


Design/methodology/approach
This study carries out a multivariate linear regression analysis on a panel data sample of 11,507 firm-year observations (representing 1,386 unique US firms) from 2004 to 2014.


Findings
This paper finds a significant negative relation between CEO network centrality and irresponsible CSR performance (measured as CSR concerns). The findings suggest that better-connected CEOs can better mitigate CSR concerns or weaknesses, leading to improved overall CSR performance of a firm.


Originality/value
This is the first study that directly examines the empirical link between CEO centrality and CSR performance.
