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Muslim CEO, women on boards and corporate responsibility reporting: some evidence from Malaysia

Research output: Contribution to journalArticle

Original languageEnglish
Pages (from-to)274-296
Number of pages23
JournalJournal of Islamic Accounting and Business Research
Volume10
Issue number2
Early online date1 Apr 2019
DOIs
DateAccepted/In press - 20 Mar 2018
DateE-pub ahead of print - 1 Apr 2019
DatePublished (current) - 4 Apr 2019

Abstract

Purpose

Very limited research has been devoted to answering the question of whether the religious beliefs of the upper echelons of management and gender diversity have any impacts on the communication of corporate social responsibility (CSR) information in the marketplace. This study attempts to fill the void in the literature by posing the two research question: first, does the CEO religion affect a firm’s CSR behaviour?; second, do the women on the boards influence CSR reporting?

Design/methodology/approach

We performed our tests on a sample of 133 firms listed in Bursa Malaysia that have analysts following using a self-constructed CSR disclosure index based on information in annual reports in 2009. Twenty three percent of our sample firms have Muslim CEOs, and women made up only 8% of board members.

Findings

We find that Muslim CEOs are significantly associated with greater disclosure of CSR information. We also find only a moderate relationship between board gender diversity and CSR disclosure. This is probably due to insufficient number of women on boards.

Research limitations/implications

The disclosure index is based on unsubstantiated CSR information provided in annual reports, and we examine only two aspects of board diversity namely Muslim religiousity and gender mix.

Originality/value

This study advances the research on upper echelons theory by illuminating the importance of religious value in influencing the CSR behaviour of corporate leaders. This has been largely overlooked due to lack of data.

    Research areas

  • Malaysia, Corporate social responsibility, Women directors, Upper echelon, Muslim CEO

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  • Full-text PDF (accepted author manuscript)

    Rights statement: This is the author accepted manuscript (AAM). The final published version (version of record) is available online via Emerald at https://www.emeraldinsight.com/doi/abs/10.1108/JIABR-01-2017-0002 . Please refer to any applicable terms of use of the publisher.

    Accepted author manuscript, 855 KB, PDF document

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