Efecto de la composición del consejo de administración en las prácticas de responsabilidad social corporativa
Effect of the composition of the board of directors on corporate social responsibility
Resumen
Este trabajo de investigación tiene por objeto determinar, a nivel internacional, la relación existente entre la composición del consejo de administración y el nivel de prácticas relacionadas con la responsabilidad social corporativa (RSC). Para ello se hace uso de una muestra de 1.043 empresas internacionales para el periodo 2003-2009. La evidencia empírica obtenida muestra una relación en forma de U invertida entre el tamaño del consejo y las prácticas de RSC, así como un equilibrio entre la independencia (consejeros independientes) e información/conocimiento (directivos ejecutivos) del consejo. Además, se ha encontrado que las empresas con mayor diversidad entre sus consejeros en términos de nacionalidad y género, así como con una mayor actividad del consejo, tienden a presentar un nivel de desempeño social, económico y medioambiental más alto. Finalmente, los resultados han mostrado que las empresas de los países anglosajones promueven prácticas de RSC en menor medida que sus homónimas continentales (ubicadas en entornos germánicos y latinos), principalmente como causa de su mayor orientación al inversor.
Descargas
Citas
[Abdullah, 2013] S.N. Abdullah. The causes of gender diversity in Malaysian large firms. Journal of Management Government, 17 (2013), http://dx.doi.org/10.1007/s10997-013-9279-0
[Adams, 2002] C.A. Adams. Internal organisational factors influencing corporate social and ethical reporting: Beyond current theorising. Accounting, Auditing & Accountability Journal, 15 (2002), pp. 223-250 http://dx.doi.org/10.1111/1475-6773.12226
[Adams y Zutshi, 2004] C. Adams, A. Zutshi. Corporate social responsibility: Why business should act responsibly and be accountable. Australian Accounting Review, 14 (2004), pp. 31-39
[Adams y Mehran, 2005] R.B. Adams, H. Mehran. Corporate performance, board structure and its determinants in the banking industry. Working Paper, SSRN. (2005)
[Aguilera y Cuervo-Cazurra, 2004] R.V. Aguilera, A. Cuervo-Cazurra. Codes of good governance worldwide: What is the trigger?. Organization Studies, 25 (2004), pp. 415-443
[Aguilera et al., 2007a] R.V. Aguilera, R.G. Flores, P. Vaaler. Is it all a matter of grouping? Examining the regional effect in global strategy research. A New Generation in International Strategic Management. Edward Elgar Publishers, (2007)
[Aguilera et al., 2007b] R.V. Aguilera, D.E. Rupp, C.A. Williams, J. Ganapathi. Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32 (2007), pp. 836-863
[Allouche y Laroche, 2005] J. Allouche, P. Laroche. A meta-analytical investigation of the relationship between corporate social and financial performance. Revue de Gestion des Resources Humaines, 57 (2005), pp. 18-41
[Andrés y Vallelado, 2008] P. Andrés, E. Vallelado. Corporate governance in banking: The role of the board of directors. Journal of Banking & Finance, 32 (2008), pp. 2570-2580 http://dx.doi.org/10.1188/15.ONF.112-113
[Archel et al., 2009] P. Archel, J. Husillos, C. Larrinaga, C. Spence. Social disclosure, legitimacy theory and the role of the state. Accounting, Auditing and Accountability Journal, 22 (2009), pp. 1284-1307
[AECA, 2004] Asociación Española de Contabilidad y Auditoría (AECA) (2004). Marco conceptual de la responsabilidad social corporativa. Madrid: Comisión de responsabilidad social corporativa, AECA, 84
[AECA, 2007] Asociación Española de Contabilidad y Auditoría (AECA) (2007). Gobierno y Responsabilidad Social de la Empresa. AECA, 2
[Aupperle y Stanwick, 1998] P. Aupperle, S.D. Stanwick. The relationship between corporate social performance, and organizational size. Financial performance, and environmental performance: An empirical examination. Journal of Business Ethics, 17 (1998), pp. 195-204
[Ayuso y Argandoña, 2007] Ayuso S., Argandoña A. (2007). Responsible corporate governance: Towards a stakeholder board of directors? Working Paper No. 701, IESE Business School, Barcelona, July.
[Baker, 2003] M. Baker. Corporate social responsibility in 2003-A Review of the year. Business Respect, (2003),
[Basu y Palazzo, 2008] K. Basu, G. Palazzo. Corporate Social Responsibility: A process model of sense making. Academy of Management Review, 33 (2008), pp. 122-136
[Bear et al., 2010] S. Bear, N. Rahman, C. Post. The impact of board diversity and gender composition on corporate social responsibility and firm reputation. Journal of Business Ethics, 97 (2010), pp. 207-221
[Bernardi et al., 2006] R.A. Bernardi, S.M. Bosco, K.M. Vassill. Does female representation on boards of directors associate with Fortunes ‘100 Best Companies to Work For’ list?. Business & Society, 45 (2006), pp. 235-248 http://dx.doi.org/10.1371/journal.pone.0119025
[Bies et al., 2007] R.J. Bies, J.M. Bartunek, T.L. Fort, M.N. Zald. Corporations as social change agents: Individual, interpersonal, institutional, and environmental dynamics. Academy of Management Review, 32 (2007), pp. 788-793
[Brammer et al., 2007] S. Brammer, A. Millington, S. Pavelin. Gender and ethnic diversity among UK corporate boards. Corporate Governance: An International Review, 15 (2007), pp. 393-403
[Brown et al., 2006] W. Brown, E. Helland, J.K. Smith. Corporate philanthropic practices. Journal of Corporate Finance, 12 (2006), pp. 855-877
[Cai et al., 2006] C.X. Cai, K. Keasey, H. Short. Corporate governance and information efficiency in security markets. European Financial Management, 12 (2006), pp. 763-787
[Carroll, 1979] A.B. Carroll. A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4 (1979), pp. 497-505
[Carroll, 1989] A.B. Carroll. Business and Society: Ethics and Stakeholder Management. Cincinnati, OH, (1989)
[Catalyst, 1995] Catalyst. The CEO View: Women on Corporate Boards. Catalyst, (1995)
[Carroll, 1991] A.B. Carroll. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 38 (1991), pp. 268-295
[Carter et al., 2003] D.A. Carter, B.J. Simkins, W.G. Simpson. Corporate governance, board diversity and firm value. The Financial Review, 38 (2003), pp. 33-53
[Chapple y Ucbasaran, 2007] Chapple, W. y Ucbasaran, D. (2007). The effects of corporate governance on corporate social responsibility. Unpublished.[available from the authors].
[Clarkson et al., 2008] P.M. Clarkson, Y. Li, G.D. Richardson, F.P. Vasvari. Revisiting the relation between environmental performance and environmental disclosure: An empirical analysis. Accounting, Organizations and Society, 33 (2008), pp. 303-327
[Coffey y Wang, 1998] B.S. Coffey, J. Wang. Board diversity and managerial control as predictors of corporate social performance. Journal of Business Ethics, 17 (1998), pp. 1595-1603
[Dalton et al., 1999] D.R. Dalton, C.M. Daily, J.L. Johnson, A.E. Ellstrand. Number of directors and financial performance: A meta-analysis. Academy of Management Journal, 42 (1999), pp. 674-686
[Deegan, 2002] C. Deegan. the legitimising effect of social and environmental disclosures – A theoretical foundation. Accounting, Auditing & Accountability Journal, 15 (2002), pp. 282-311 http://dx.doi.org/10.1111/1475-6773.12226
[Donaldson y Preston, 1995] T. Donaldson, L.E. Preston. The stakeholder theory of the corporation: Concepts, evidence and implications. Academy of Management, 20 (1995), pp. 65-91
[Dwivedi y Jain, 2005] N. Dwivedi, A.K. Jain. Corporate governance and performance of Indian firms: The effect of board size and ownership. Employee Responsibilities and Rights Journal, 17 (2005), pp. 161-172
[Eagly, 1987] A. Eagly. Sex Differences in Social Behaviour: A Social Role Interpretation. Hillsdale, (1987)
[Eagly y Johannesen-Schmidt, 2001] A.H. Eagly, M.C. Johannesen-Schmidt. The leadership styles of women and men. Journal of Social Issues, 57 (2001), pp. 781-797
[Eagly et al., 2003] A.H. Eagly, M.C. Johannesen-Schmidt, M.L. van Engen. Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129 (2003), pp. 569-591
[Eagly y Karau, 1991] A. Eagly, S.J. Karau. Gender and the emergence of leaders: A meta-analysis. Journal of Personality and Social Psychology, 60 (1991), pp. 685-710
[Ezat y el-Masry, 2008] A. Ezat, A. el-Masry. The impact of corporate governance on the timeliness of corporate Internet reporting by Egyptian listed companies. Managerial Finance, 34 (2008), pp. 848-867
[Fama y Jensen, 1983] E.F. Fama, M.C. Jensen. Separation of ownership and control. Journal of Law and Economics, 26 (1983), pp. 301-325
[Fields y Keys, 2003] M.A. Fields, P.Y. Keys. The emergence of corporate governance from Wall St. to Main St.: Outside directors, board diversity, earnings management, and managerial incentives to bear risk. Financial Review, 38 (2003), pp. 1-24
[Fodio y Oba, 2012] M.I. Fodio, V.C. Oba. Gender diversity in the boardroom and corporate philanthropy: Evidence from Nigeria. Research Journal of Finance and Accounting, 3 (2012), pp. 63-69
[Fombrun et al., 2000] C.J. Fombrun, N.A. Gardberg, M.L. Barnett. Opportunity platforms and safety nets: Corporate citizenship and reputational risk. Business and Society Review, 105 (2000), pp. 85-106
[Forbes y Milliken, 1999] D.P. Forbes, F.J. Milliken. Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24 (1999), pp. 489-505
[Freeman, 1984] R.E. Freeman. Strategic Management: A Stakeholder Approach. Boston, MA, (1984)
[Frías-Aceituno et al., 2013] J.V. Frías-Aceituno, L. Rodríguez-Ariza, I.M. García-Sánchez. The role of the board in the dissemination of integrated Corporate Social Reporting. Corporate Social Responsibility and Environmental Management, 20 (2013), pp. 219-233
[Garrigues Walker y Trullenque, 2008] A. Garrigues Walker, F. Trullenque. Responsabilidad social corporativa: ¿papel mojado o necesidad estratégica?. Harvard Deusto Business Review, (2008), pp. 18-36
[Goodstein et al., 1994] J. Goodstein, K. Gautam, W. Boeker. The effects of board size and diversity on strategic change. Strategic Management Journal, 15 (1994), pp. 241-250
[Gutner, 2000] T. Gutner. Philanthropy with a womans touch. Business Week, 3705 (2000), pp. 200
[Haniffa y Cooke, 2005] R.M. Haniffa, T.E. Cooke. The impact of culture and governance on corporate social reporting. Journal of Accounting and Public Policy, 24 (2005), pp. 391-430
[Harjoto y Jo, 2011] M.A. Harjoto, H. Jo. Corporate governance and CSR nexus. Journal of Business Ethics, 100 (2011), pp. 45-67
[Harrigan, 1981] K.R. Harrigan. Numbers and positions of women elected to corporate boards. Academy of Management Journal, 24 (1981), pp. 619-625
[Heal, 2005] G. Heal. Corporate social responsibility: An economic and financial framework. Geneva Papers on Risk and Insurance-Issues and Practice, 30 (2005), pp. 387-409
[Hill y Jones, 1992] C.W. Hill, T.M. Jones. Stakeholder agency theory. Journal of Management Studies, 29 (1992), pp. 131-154
[Hillman y Keim, 2001] A.J. Hillman, G.D. Keim. Shareholder value, stakeholder management, and social issues: What’ the bottom line?. Strategic Management Journal, 22 (2001), pp. 125-139
[Huang, 2010] C.J. Huang. Corporate governance, corporate social responsibility and corporate performance. Journal of Management & Organization, 16 (2010), pp. 641-655 http://dx.doi.org/10.1186/1752-1505-9-S1-S4
[Ibrahim et al., 2003] N.A. Ibrahim, D.P. Howard, J.P. Angelidis. Board members in the service industry: An empirical examination of the relationship between corporate social responsibility orientation and directional type. Journal of Business Ethics, 47 (2003), pp. 393-401
[Ibrahim y Angelidis, 1991] N.A. Ibrahim, J.P. Angelidis. Effects of board members’ gender on level of investment in strategic management and corporate social responsiveness orientation. Proceedings of the Northeast Decision Sciences Institutes, (1991), pp. 208-210
[Ibrahim y Angelidis, 1994] N.A. Ibrahim, J.P. Angelidis. Effect of board members’ gender on corporate social responsiveness orientation. Journal of Applied Business Research, 10 (1994), pp. 35-43
[Ibrahim y Angelidis, 1995] N.A. Ibrahim, J.P. Angelidis. The corporate social responsiveness orientation of board members: Are there differences between inside and outside directors?. Journal of Business Ethics, 14 (1995), pp. 405-410
[Ingley, 2008] C.B. Ingley. Company growth and board attitudes to corporate social responsibility. International Journal of Business Governance and Ethics, 4 (2008), pp. 17-39
[Jackson et al., 2003] S.E. Jackson, A. Joshi, N.L. Erhardt. Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29 (2003), pp. 801-830
[Jamali y Mirshak, 2007] D. Jamali, R. Mirshak. Corporate social responsibility (CSR): Theory and practice in a developing country context. Journal of Business Ethics, 72 (2007), pp. 243-262
[Jenkins, 2006] H. Jenkins. Small business champions for corporate social responsibility. Journal of Business Ethics, 67 (2006), pp. 241-256
[Jensen y Meckling, 1976] M.C. Jensen, W.H. Meckling. Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3 (1976), pp. 305-360
[Johnson y Greening, 1999] R.A. Johnson, D.W. Greening. The effects of corporate governance and institutional ownership types on corporate social performance. Academy of Management Journal, 42 (1999), pp. 564-576
[Jones y Wicks, 1999] T.M. Jones, A.C. Wicks. Convergent stakeholder theory. Academy of Management Review, 24 (1999), pp. 206-221
[Jong, 1991] H.W. Jong. The takeover market in Europe: Control structures and the performance of large companies compared. Review of Industrial Organization, 6 (1991), pp. 1-18
[Kent y Ung, 2003] P. Kent, K. Ung. Voluntary disclosure of forward-looking earnings information in Australia. Australian Journal of Management, 28 (2003), pp. 273-285
[Kesner, 1988] I.F. Kesner. Directors’ characteristics and committee membership: An investigation of type, occupation, tenure, and gender. Academy of Management Journal, 31 (1988), pp. 66-84
[Kiel y Nicholson, 2003] G.C. Kiel, G.J. Nicholson. Boards that Work: A New Guide for Directors. McGraw Hill, (2003)
[Kim et al., 2012] Y. Kim, M.S. Park, B. Wier. Is earnings quality associated with corporate social responsibility?. The Accounting Review, 87 (2012), pp. 761-796
[Kolk y Perego, 2008] A. Kolk, P. Perego. Determinants of the adoption of sustainability assurance statements: An international investigation. Business Strategy and the Environment, 19 (2008), pp. 182-198
[Krüger, 2010] Krüger P. (2010). Corporate social responsibility and the board of directors. Unpublished working paper.
[La Porta et al., 2000] R. La Porta, F. Lopez-de-Silane, A. Shleifer, R.W. Vishny. Investor protection and corporate governance. Journal of Financial Economics, 58 (2000), pp. 3-27
[Lane, 1995] J.C. Lane. Ethics of business students: Some marketing perspectives. Journal of Business Ethics, 14 (1995), pp. 571-580
[Lepoutre y Heene, 2006] J. Lepoutre, A. Heene. Investigating the impact of firm size on small business social responsibility: A critical review. Journal of Business Ethics, 67 (2006), pp. 257-273
[Lindblom, 1993] C.K. Lindblom. The implications of organizational legitimacy for corporate social performance and disclosure. Paper presented at the Critical Perspective on Accounting Conference, (1993)
[Lipton y Lorsch, 1992] M. Lipton, J.W. Lorsch. Modest proposal for improved corporate governance. The Business Lawyer, 48 (1992), pp. 59
[Macarulla y Abadía, 1996] F.L. Macarulla, J.M.M. Abadía. Análisis de la información sobre responsabilidad social en las empresas industriales que cotizan en bolsa. Revista Española de Financiación y Contabilidad, (1996), pp. 361-402
[Margolis y Walsh, 2003] J.D. Margolis, J.P. Walsh. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48 (2003), pp. 265-305
[Marx, 2000] J.D. Marx. Women and human services giving. Social Work, 45 (2000), pp. 27-38
[Matten y Moon, 2008] D. Matten, J. Moon. ‘Implicit’ and ‘explicit’ CSR: A conceptual framework for a comparative understanding of corporate social responsibility. The Academy of Management Review, 33 (2008), pp. 404-424
[McKendall et al., 1999] M. McKendall, C. Sánchez, P. Sicilian. Corporate governance and corporate illegality: The effects of board structure on environmental violations. International Journal of Organizational Analysis, 7 (1999), pp. 201-223
[Jia y Zhang, 2013] M. Jia, Z. Zhang. managerial ownership and corporate social performance: Evidence from privately owned chinese firms’ response to the Sichuan earthquake”. Corporate Social Responsibility and Environmental Management, 20 (2013), pp. 257-274
[Mintzberg, 1993] H. Mintzberg. Structure in Fives: Designing Effective Organizations. Prentice-Hall, Inc, (1993)
[Miras-Rodríguez et al., 2013] M. Miras-Rodríguez, A. Carrasco-Gallego, B. Escobar-Pérez. Are socially responsible behaviors paid off equally? A cross-cultural analysis. Corporate Social Responsibility and Environmental Management, (2013),
[Mitchell et al., 1997] R.K. Mitchell, B.R. Agle, D.J. Wood. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22 (1997), pp. 853-886
[Moerland, 1995a] P.W. Moerland. Alternative disciplinary mechanisms in different corporate systems. Journal of Economic Behavior and Organization, 26 (1995), pp. 17-34
[Moerland, 1995b] P.W. Moerland. Corporate ownership and control structures: An international comparison. Review of Industrial Organization, 10 (1995), pp. 443-464
[O’Donovan, 2002] G. O’Donovan. Environmental disclosures in the annual report: Extending the applicability and predictive power of legitimacy theory. Accounting, Auditing & Accountability Journal, 15 (2002), pp. 344-371 http://dx.doi.org/10.1111/1475-6773.12226
[Orlitzky et al., 2003] M. Orlitzky, F.L. Schmidt, S.L. Rynes. Corporate social and financial performance: A meta-analysis. Organization Studies, 24 (2003), pp. 403-441
[Parlamento Europeo, 2013] Parlamento Europeo (2013). Informe sobre responsabilidad social de las empresas: comportamiento responsable y transparente de las empresas y crecimiento sostenible (2012/2098(INI)). Comisión de Asuntos Jurídicos. Ponente: Raffaele Baldassarre.
[Pearce y Zahra, 1992] J. Pearce, S. Zahra. Board composition from a strategic contingency perspective. Journal of Management Studies, 29 (1992), pp. 411-438
[Perrini, 2006] F. Perrini. SMEs and CSR theory: Evidence and implications from an Italian perspective. Journal of Business Ethics, 67 (2006), pp. 305-316
[Pfeffer, 1972] J. Pfeffer. Size and composition of corporate boards of directors: The organization and its environment. Administrative Science Quarterly, 17 (1972), pp. 218-228
[Pfeffer y Salancik, 1978] J. Pfeffer, G. Salancik. The External Control of Organizations: A Resource Dependency Perspective. Harper and Row, (1978)
[Post et al., 2011] C. Post, N. Rahman, E. Rubow. Green governance: Boards of directors’ composition and environmental corporate social responsibility. Business Society, 50 (2011), pp. 189-223
[Prado-Lorenzo et al., 2009] J.M. Prado-Lorenzo, I. Gallego-Álvarez, I.M. García-Sánchez. Características del consejo de administración e información en materia de responsabilidad social corporativa. Revista Española de Financiación y Contabilidad, 141 (2009), pp. 107-135
[Prado-Lorenzo y Garcia-Sanchez, 2010] J.M. Prado-Lorenzo, I.M. Garcia-Sanchez. The role of the board of directors in disseminating relevant information on greenhouse gases. Journal of Business Ethics, 97 (2010), pp. 391-424
[Preston y O’Bannon, 1997] L.E. Preston, D.P. O’Bannon. The corporate social-financial performance relationship. Business and Society, 36 (1997), pp. 419-429
[Prior et al., 2008] D. Prior, J. Surroca, J.A. Tribó. Are socially responsible managers really ethical? Exploring the relationship between earnings management and corporate social responsibility. Corporate Governance: An International Review, 16 (2008), pp. 160-177
[Reverte, 2009] C. Reverte. Determinants of corporate social responsibility disclosure ratings by Spanish listed firms. Journal of Business Ethics, 88 (2009), pp. 351-366
[Rouf, 2011a] A. Rouf. Corporate characteristics, governance attributes and the extent of voluntary disclosure in Bangladesh. African Journal of Business Management, 5 (2011), pp. 7836-7845
[Rouf, 2011b] M.A. Rouf. The relationship between corporate governance and value of the firm in developing countries: Evidence from Bangladesh. The International Journal of Applied Economics and Finance, 5 (2011), pp. 237-244
[Samaha et al., 2012] K. Samaha, K. Dahawy, K. Hussainey, P. Stapleton. The extent of corporate governance disclosure and its determinants in a developing market: The case of Egypt. Advances in Accounting, incorporating Advances in International Accounting, 28 (2012), pp. 168-178
[Sánchez-Ballesta y García-Meca, 2007] J.P. Sánchez-Ballesta, E. García-Meca. A meta-analytic vision of the effect of ownership structure on firm performance. Corporate Governance: An International Review, 15 (2007), pp. 879-892
[Spence, 2007] L.J. Spence. CSR and small business in a European policy context: The five ‘Cs of CSR and small business research agenda. Business and Society Review, 112 (2007), pp. 533-552
[Stanwick y Stanwick, 1998] P.A. Stanwick, S.D. Stanwick. The determinants of corporate social performance: An empirical examination. American Business Review, 16 (1998), pp. 86-93
[Surroca et al., 2010] J. Surroca, J.A. Tribó, S. Waddock. Corporate responsibility and financial performance: The role of intangible resources. Strategic Management Journal, 31 (2010), pp. 463-490
[Vafeas, 1999] N. Vafeas. Board meeting frequency and firm performance. Journal of Financial Economics, 53 (1999), pp. 113-142
[Van der Walt e Ingley, 2003] N. Van der Walt, C. Ingley. Board dynamic and the influence of professional background, gender and ethnic diversity of directors. Corporate Governance: An International Review, 11 (2003), pp. 218-234
[Waddock, 2003] S. Waddock. Stakeholder performance implications of corporate responsibility. International Journal of Business Performance Management, 5 (2003), pp. 114-124
[Waddock y Graves, 1997] S.A. Waddock, S.B. Graves. Corporate social performance-financial performance link. Strategic Management Journal, 18 (1997), pp. 303-319
[Wan-Hussin, 2009] W.N. Wan-Hussin. The impact of family-firm structure and board composition on corporate transparency: evidence based on segment disclosures in Malaysia. International Journal of Accounting, 44 (2009), pp. 313-333
[Wang y Dewhirst, 1992] J. Wang, H.D. Dewhirst. Boards of directors and stakeholder orientation. Journal of Business Ethics, 11 (1992), pp. 115-123
[Webb, 2004] E. Webb. An examination of socially responsible firms’ board structure. Journal of Management and Governance, 8 (2004), pp. 255-277
[Weimer y Pape, 1999] J. Weimer, J. Pape. A taxonomy of systems of corporate governance. Corporate Governance: An International Review, 7 (1999), pp. 152-166
[Williams, 2003] R.J. Williams. Women on corporate boards of directors and their influence on corporate philanthropy. Journal of Business Ethics, 42 (2003), pp. 1-10
[Wood, 1991] D.J. Wood. Corporate social performance revisited. Academy of Management Review, 16 (1991), pp. 691-718
[Zahra et al., 1993] S.A. Zahra, B.M. Oviatt, K. Minyard. Effects of corporate ownership and board structure on corporate social responsibility and financial performance. Academy of Management Proceedings, (1993), pp. 336-340
[Zahra y Stanton, 1988] S.A. Zahra, W.W. Stanton. The implications of board of directors’ composition on corporate strategy and performance. International Journal of Management, 5 (1988), pp. 229-236
[Zahra, 1989] S.A. Zahra. Boards of directors and corporate social responsibility performance. European Management Journal, 7 (1989), pp. 240-247
[Zheka, 2005] V. Zheka. Corporate governance, ownership structure and corporate efficiency: The case of Ukraine. Managerial and Decision Economics, 26 (2005), pp. 451-460
Las obras que se publican en esta revista están sujetas a los siguientes términos:
1. Ediciones de la Universidad de Murcia (EDITUM) y ASEPUC conservan los derechos patrimoniales (copyright) de las obras publicadas, y favorece y permite la reutilización de las mismas bajo la licencia de uso indicada en el punto 2.
2. Las obras se publican en la edición electrónica de la revista bajo una licencia de Creative Commons Reconocimiento-NoComercial-SinObraDerivada 4.0 Internacional. Permite copiar, distribuir e incluir el artículo en un trabajo colectivo (por ejemplo, una antología), siempre y cuando no exista una finalidad comercial, no se altere ni modifique el artículo y se cite apropiadamente el trabajo original. Esta revista no tiene tarifa por la publicación Open Access. ASEPUC y EDITUM financian los costes de producción y publicación de los manuscritos.
3. Condiciones de auto-archivo. Se permite y se anima a los autores a difundir electrónicamente la versión publicada de sus obras, ya que favorece su circulación y difusión y con ello un posible aumento en su citación y alcance entre la comunidad académica.
