Managerial Entrenchment and Corporate Social Performance Articles uri icon

authors

  • SURROCA AGUILAR, JORGE
  • TRIBO GINE, JOSE ANTONIO

publication date

  • June 2008

start page

  • 748

end page

  • 789

issue

  • 5-6

volume

  • 35

International Standard Serial Number (ISSN)

  • 0306-686X

Electronic International Standard Serial Number (EISSN)

  • 1468-5957

abstract

  • We examine empirically the relationships amongst managerial entrenchment practices, social performance, and financial performance.We hypothesize that entrenched managers may collude with non-shareholder stakeholders in order to reinforce their entrenchment strategy; this is particularly so in firms that have efficient internal control mechanisms. Moreover, we prove that the combination of entrenchment strategies and the implementation of socially responsible actions have particularly negative effects on financial performance. We test these contentions with a sample of 358 companies, from 22 different countries, for the period 2002&-2005.

keywords

  • corporate governance; corporate social performance; earnings management; stakeholder activism