Journal
JOURNAL OF QUALITY ASSURANCE IN HOSPITALITY & TOURISM
Volume 19, Issue 3, Pages 387-414Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/1528008X.2017.1421492
Keywords
Corporate social responsibility; upper echelon theory; stakeholders; Chief Executive Officer (CEO)
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Funding
- Kangwon National University
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This study applies upper echelon theory and validates its conceptual framework by investigating chief executive officers' observable determinants (e.g., the age, tenure, and formal education of topmanagers) of corporate social responsibility (CSR) in the restaurant industry. Multiple CSR dimensions (e.g., operational, non-operational, community, diversity, employee, environment, and product) are examined through fixed effects regression. The results indicate that older and highly educated CEOs who serve more stakeholders perform fewer CSR activities, whereas longer tenured CEOs who serve more stakeholders perform more CSR activities. Consequently, non-operational, community-, diversity-, employee-, and environment-related CSR activities are significantly explained by the proposed attributes. By validating both the theoretical perspectives of upper echelon theory and the role of stakeholder demands in CSR decisions, this research can contribute to expanding the CSR and upper echelon literature to the restaurant industry.
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