Hostname: page-component-669899f699-b58lm Total loading time: 0 Render date: 2025-04-25T02:36:44.279Z Has data issue: false hasContentIssue false
  • English
  • Français

To Glorify the Ancestors: How CEOs' Clan Values Affect Corporate Social Responsibility

Published online by Cambridge University Press:  26 December 2024

Yue Wang ,
Yi Tang  and
Tao Wang
Yue Wang
Affiliation:
Wuhan University, China
Yi Tang
Affiliation:
University of Hong Kong, Hong Kong SAR
Tao Wang*
Affiliation:
Wuhan University, China
*
Corresponding author: Tao Wang ([email protected])
Get access Rights & Permissions [Opens in a new window]

Abstract

CEOs who develop strong clan values as a result of exposure to clan culture in early life wish to bring honor to their clan, motivating them to engage in increased CSR activities. We propose that the influence of CEOs' clan values on CSR is subject to contextual boundaries. Specifically, we predict that the positive relationship between CEOs' clan values and CSR results primarily in an improved level of institutional CSR and varies with CEOs' personal attributes such as overseas experience and hometown identity. An analysis of a longitudinal sample of Chinese publicly listed firms for 2010–2019 provides strong support for our predictions. The implications for upper echelons theory and CSR research are discussed.

摘要

摘要

本研究认为，那些在年幼时接触到宗族文化并发展出强烈宗族价值观的CEO，都有一种希望光宗耀祖的情结，而这种情结会激励他们更多地投入到和企业社会责任（ CSR ）相关的活动中去。作者同时指出， CEO 的宗族价值观与CSR 的关系受到几个边界条件的影响。一方面，CEO 的宗族价值观与CSR 之间的正向关系主要会体现在企业制度性的CSR 水平提升，另一方面，这种提升会因CEO 的个人特征（如海外经验和家乡身份）而有所不同。作者对2010 年至2019 年中国上市公司的样本数据进行了分析，发现结果完全指出其理论假设。

Keywords

Chinese CEOsclan culturecorporate social responsibilityupper echelons theory高阶理论宗族文化企业社会责任
Type
Article
Information
Management and Organization Review , Volume 20 , Issue 4 , August 2024 , pp. 586 - 621
Copyright
Copyright © The Author(s), 2024. Published by Cambridge University Press on behalf of International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Agle, B. R., Mitchell, R. K., & Sonnenfeld, J. A. 1999. Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values. Academy of Management Journal, 42(5): 507–525.CrossRefGoogle Scholar
Akerlof, G. A. 1983. Loyalty filters. The American Economic Review, 73(1): 54–63.Google Scholar
Alesina, A., & Giuliano, P. 2015. Culture and institutions. Journal of Economic Literature, 53(4): 898–944.CrossRefGoogle Scholar
Ashforth, B. K., & Saks, A. M. 1996. Socialization tactics: Longitudinal effects on newcomer adjustment. Academy of Management Journal, 39(1): 149–178.CrossRefGoogle Scholar
Barnett, M. L. 2016. Mind: The gap – To advance CSR research, think about stakeholder cognition. Annals in Social Responsibility, 2(1): 4–17.CrossRefGoogle Scholar
Barnett, W. 1995. Long-term effects of early childhood programs on cognitive and school outcomes. The Future of Children, 5(3): 25–50.CrossRefGoogle Scholar
Berson, Y., Oreg, S., & Dvir, T. 2008. CEO values, organizational culture and firm outcomes. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(5): 615–633.CrossRefGoogle Scholar
Bol, P. 2008. Neo-Confucianism in history. Cambridge, MA: Harvard University Asia Center.Google Scholar
Boone, C., Buyl, T., Declerck, C. H., & Sajko, M. 2022. A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility. The Leadership Quarterly, 33(3): 101386.CrossRefGoogle Scholar
Borghesi, R., Houston, J., & Naranjo, A. 2014. Corporate socially responsible investments: CEO altruism, reputation, and shareholder interests. Journal of Corporate Finance, 26: 164–181.CrossRefGoogle Scholar
Busenbark, J. R., Krause, R., Boivie, S., & Graffin, S. D. 2016. Toward a configurational perspective on the CEO: A review and synthesis of the management literature. Journal of Management, 42: 234–268.CrossRefGoogle Scholar
Campbell, R. J., Jeong, S. H., & Graffin, S. D. 2019. Born to take risk? The effect of CEO birth order on strategic risk taking. Academy of Management Journal, 62(4): 1278–1306.CrossRefGoogle Scholar
Carpenter, M., Sanders, W., & Gregersen, H. 2001. Bundling human capital with organizational context: The impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal, 44(3): 493–511.CrossRefGoogle Scholar
Carpenter, M. A., & Fredrickson, J. W. 2001. Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal, 44(3): 533–545.CrossRefGoogle Scholar
Chatterjee, A., & Hambrick, D. 2007. It's all about me: Narcissistic CEOs and their effects on company strategy and performance. Administrative Science Quarterly, 52: 351–386.CrossRefGoogle Scholar
Chatterjee, A., & Hambrick, D. 2011. Executive personality, capability cues, and risk taking: How narcissistic CEOs react to their successes and stumbles. Administrative Science Quarterly, 56(2): 202–237.CrossRefGoogle Scholar
Chen, Q. 1990. Clan and society. Taiwan: Lianjing Press.Google Scholar
Chen, T., Kung, J. K. S., & Ma, C. 2020. Long live Keju! The persistent effects of China's civil examination system. The Economic Journal, 130(631): 2030–2064.CrossRefGoogle Scholar
Chin, M. K., Hambrick, D. C., & Treviño, L. K. 2013. Political ideologies of CEOs: The influence of executives’ values on corporate social responsibility. Administrative Science Quarterly, 58(2): 197–232.CrossRefGoogle Scholar
Cyert, R., & March, J. 1963. A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Dacin, M. T., & Dacin, P. A. 2008. Traditions as institutionalized practice: Implications for deinstitutionalization. In Greenwood, R., Oliver, C., Suddaby, R., & Sahlin, K. (Eds.), The Sage handbook of organizational institutionalism: 327–352. Thousand Oaks, CA: Sage.Google Scholar
Dacin, M. T., Dacin, P. A., & Kent, D. 2019. Tradition in organizations: A custodianship framework. Academy of Management Annals, 13(1): 342–373.CrossRefGoogle Scholar
Du, X. 2019. What's in a surname? The effect of auditor-CEO surname sharing on financial misstatement. Journal of Business Ethics, 158(3): 849–874.CrossRefGoogle Scholar
Du, X., Jian, W., Du, Y., Feng, W., & Zeng, Q. 2014. Religion, the nature of ultimate owner, and corporate philanthropic giving: Evidence from China. Journal of Business Ethics, 123(2): 235–256.CrossRefGoogle Scholar
Edwards, J. R. 2008. 4 Person–environment fit in organizations: An assessment of theoretical progress. Academy of Management Annals, 2(1): 167–230.CrossRefGoogle Scholar
Elder, G. H. 1974. Children of the great depression. Chicago: University of Chicago Press.Google Scholar
England, G. W. 1967. Personal value systems of American managers. Academy of Management Journal, 10(1): 53–68.CrossRefGoogle Scholar
England, G. W. 1975. The manager and his values. Cambridge, MA: Ballinger.Google Scholar
Erdogan, I., Rondi, E., & De Massis, A. 2020. Managing the tradition and innovation paradox in family firms: A family imprinting perspective. Entrepreneurship Theory and Practice, 44(1): 20–54.CrossRefGoogle Scholar
Fama, E. F., & French, K. R. 2002. Testing trade-off and pecking order predictions about dividends and debt. The Review of Financial Studies, 15(1): 1–33.CrossRefGoogle Scholar
Feng, E. 2013. Zhongguo Gudai de Zongzu he Citang [Clans and ancestral temples in ancient China]. Beijing: The Commercial Press.Google Scholar
Finkelstein, S., & Hambrick, D. C. 1996. Strategic leadership: Top executives and their effects on organizations. Minneapolis, MN: West Publishing Company.Google Scholar
Finkelstein, S., Hambrick, D. C., & Cannella, A. A. 2009. Strategic leadership: Theory and research on executives, top management teams, and boards. Oxford: Oxford University Press.Google Scholar
Flannery, M. J., & Rangan, K. P. 2006. Partial adjustment toward target capital structures. Journal of Financial Economics, 79(3): 469–506.CrossRefGoogle Scholar
Flynn, F. J., & Amanatullah, E. T. 2012. Psyched up or psyched out? The influence of coactor status on individual performance. Organization Science, 23(2): 402–415.CrossRefGoogle Scholar
Freedman, M. 1958. Lineage organization in Southeastern China. London: Athlone Press.Google Scholar
Freedman, M. 1966. Chinese lineage and society: Fukien and Kwangtung. London: Athlone Press.Google Scholar
Freeman, M. 1984. Strategic management: A stakeholder approach. Boston, MA: Pitman.Google Scholar
Freeman, R. E., Harrison, J. S., & Wicks, A. C. 2007. Managing for stakeholders: Survival, reputation, and success. New Haven, CT: Yale University Press.Google Scholar
Geletkanycz, M. A. 1997. The salience of ‘culture's consequences’: The effects of cultural values on top executive commitment to the status quo. Strategic Management Journal, 18(8): 615–634.3.0.CO;2-I>CrossRefGoogle Scholar
Godfrey, P. C., Merrill, C. B., & Hansen, J. M. 2009. The relationship between corporate social responsibility and shareholder value: An empirical test of the risk management hypothesis. Strategic Management Journal, 30(4): 425–445.CrossRefGoogle Scholar
Greif, A., & Tabellini, G. 2010. Cultural and institutional bifurcation: China and Europe compared. American Economic Review, 100(2): 135–40.CrossRefGoogle Scholar
Greif, A., & Tabellini, G. 2017. The clan and the corporation: Sustaining cooperation in China and Europe. Journal of Comparative Economics, 45(1): 1–35.CrossRefGoogle Scholar
Greve, H. R. 2003. A behavioral theory of R&D expenditures and innovations: Evidence from shipbuilding. Academy of Management Journal, 46(6): 685–702.CrossRefGoogle Scholar
Guiso, L., Sapienza, P., & Zingales, L. 2006. Does culture affect economic outcomes? Journal of Economic Perspectives, 20(2): 23–48.CrossRefGoogle Scholar
Gupta, A., & Wowak, A. J. 2017. The elephant (or donkey) in the boardroom: How board political ideology affects CEO pay. Administrative Science Quarterly, 62(1): 1–30.CrossRefGoogle Scholar
Gusfield, J. R. 1967. Tradition and modernity: Misplaced polarities in the study of social change. American Journal of Sociology, 72(4): 351–362.CrossRefGoogle Scholar
Hambrick, D. C. 2007. Upper echelons theory: An update. Academy of Management Review, 32(2): 334–343.CrossRefGoogle Scholar
Hambrick, D. C., & Brandon, G. 1988. Executive values. In Hambrick, D. C. (Ed.), The executive effect: Concepts and methods for studying top managers: 3–34. Greenwich, CT: JAI Press.Google Scholar
Hambrick, D. C., & Mason, P. A. 1984. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2): 193–206.CrossRefGoogle Scholar
Hawn, O., & Ioannou, I. 2016. Mind the gap: The interplay between external and internal actions in the case of corporate social responsibility. Strategic Management Journal, 37(13): 2569–2588.CrossRefGoogle Scholar
Hodler, R., & Raschky, P. 2014. Regional favoritism. The Quarterly Journal of Economics, 129(2): 995–1033.CrossRefGoogle Scholar
Hofstede, G. 1980. Culture's consequences. Beverly Hills, CA: Sage.Google Scholar
Hofstede, G. 1991. Cultures and organizations: Software of the mind. New York: McGraw-Hill.Google Scholar
Hogg, M. A., Terry, D. J., & White, K. M. 1995. A tale of two theories: A critical comparison of identity theory with social identity theory. Social Psychology Quarterly, 58(4): 255–269.CrossRefGoogle Scholar
Hsu, F. 1963. Clan, caste, and club. New York: van Nostrand.Google Scholar
Hu, H. 1948. The common descent group in China and its functions: 10. New York: Viking Fund, Viking Fund Publications in Anthropology.Google Scholar
Immelmann, K. 1975. Ecological significance of imprinting and early learning. Annual Review of Ecology and Systematics, 6(1): 15–37.CrossRefGoogle Scholar
Jackofsky, E. F., & Slocum, J. W. 1988. CEO roles across cultures. In Hambrick, D. C. (Ed.), The executive effect: Concepts and methods for studying top managers: 67–99. Greenwich, CT: JAI Press.Google Scholar
Kish-Gephart, J. J., & Campbell, J. T. 2015. You don't forget your roots: The influence of CEO social class background on strategic risk taking. Academy of Management Journal, 58(6): 1614–1636.CrossRefGoogle Scholar
Kluckhohn, F. R., & Strodtbeck, R. L. 1961. Variations in value orientations. Evanston, IL: Row, Peterson.Google Scholar
Krosnick, J. A., & Alwin, D. F. 1989. Aging and susceptibility to attitude change. Journal of Personality and Social Psychology, 57(3): 416.CrossRefGoogle ScholarPubMed
Lange, D., & Washburn, N. T. 2012. Understanding attributions of corporate social irresponsibility. Academy of Management Review, 37(2): 300–326.CrossRefGoogle Scholar
Lennox, C. S., Francis, J. R., & Wang, Z. 2012. Selection models in accounting research. The Accounting Review, 87(2): 589–616.CrossRefGoogle Scholar
Li, J., Shi, W., Connelly, B. L., Yi, X., & Qin, X. 2022. CEO awards and financial misconduct. Journal of Management, 48(2): 380–409.CrossRefGoogle Scholar
Li, W. H., Luo, J. H., Sisto, M. D., & Bartram, T. 2021. Born to rebel? The owner birth order and R&D investments in Chinese family firms. Journal of Product Innovation Management, 38(4): 421–446.CrossRefGoogle Scholar
Li, X. H., & Liang, X. 2015. A Confucian social model of political appointments among Chinese private-firm entrepreneurs. Academy of Management Journal, 58(2): 592–617.CrossRefGoogle Scholar
Liang, K. Y., & Zeger, S. L. 1986. Longitudinal data analysis using generalized linear models. Biometrika, 73(1): 13–22.CrossRefGoogle Scholar
Liangqun, L., & Murphy, R. 2006. Lineage networks, land conflicts and rural migration in late socialist China. The Journal of Peasant Studies, 33(4): 612–645.CrossRefGoogle Scholar
Liu, F., He, X., & Wang, T. 2023. In the name of the family: The effect of CEO clan culture background on firm internationalization. Journal of Business Research, 161: 113837.CrossRefGoogle Scholar
Lodge, G. C., & Vogel, E. F. 1987. Ideology and national competitiveness. Boston, MA: Harvard Business School Press.Google Scholar
Mannheim, K. 1970. The problem of generations. Psychoanalytic Review, 57(3): 378–404.Google Scholar
Margolis, J. D., & Walsh, J. P. 2003. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2): 268–305.CrossRefGoogle Scholar
Marquis, C., & Qian, C. 2014. Corporate social responsibility reporting in China: Symbol or substance? Organization Science, 25(1): 127–148.CrossRefGoogle Scholar
Marquis, C., & Qiao, K. 2020. Waking from Mao's dream: Communist ideological imprinting and the internationalization of entrepreneurial ventures in China. Administrative Science Quarterly, 65(3): 795–830.CrossRefGoogle Scholar
Marquis, C., & Tilcsik, A. 2013. Imprinting: Toward a multilevel theory. Academy of Management Annals, 7(1): 195–245.CrossRefGoogle Scholar
Mattingly, J. E., & Berman, S. L. 2006. Measurement of corporate social action: Discovering taxonomy in the Kinder Lydenburg Domini ratings data. Business & Society, 45(1): 20–46.CrossRefGoogle Scholar
McGahan, A. M., & Porter, M. E. 1997. How much does industry matter, really? Strategic Management Journal, 18(S1): 15–30.3.0.CO;2-1>CrossRefGoogle Scholar
McWilliams, A., & Siegel, D. 2001. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1): 117–127.CrossRefGoogle Scholar
Mishra, S., & Modi, S. B. 2016. Corporate social responsibility and shareholder wealth: The role of marketing capability. Journal of Marketing, 80(1): 26–46.CrossRefGoogle Scholar
Moore, J. 2000. Placing home in context. Journal of Environmental Psychology, 20(3): 207–217.CrossRefGoogle Scholar
Neely, B. H. Jr, Lovelace, J. B., Cowen, A. P., & Hiller, N. J. 2020. Metacritiques of upper echelons theory: Verdicts and recommendations for future research. Journal of Management, 46(6): 1029–1062.CrossRefGoogle Scholar
Opoku-Dakwa, A., Chen, C. C., & Rupp, D. E. 2018. CSR initiative characteristics and employee engagement: An impact-based perspective. Journal of Organizational Behavior, 39(5): 580–593.CrossRefGoogle Scholar
O'Sullivan, D., Zolotoy, L., & Fan, Q. 2021. CEO early-life disaster experience and corporate social performance. Strategic Management Journal, 42(11): 2137–2161.CrossRefGoogle Scholar
Peng, Y. 2004. Kinship networks and entrepreneurs in China's transitional economy. American Journal of Sociology, 109(5): 1045–1074.CrossRefGoogle Scholar
Peng, Y. 2010. When formal laws and informal norms collide: Lineage networks versus birth control policy in China. American Journal of Sociology, 116(3): 770–805.CrossRefGoogle ScholarPubMed
Petrenko, O. V., Aime, F., Ridge, J., & Hill, A. 2016. Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance. Strategic Management Journal, 37(2): 262–279.CrossRefGoogle Scholar
Proshansky, H. 1978. The city and self-identity. Environment and Behavior, 10(2): 147–169.CrossRefGoogle Scholar
Ren, S., Sun, H., & Tang, Y. 2022. CEO's hometown identity and corporate social responsibility. Journal of Management, 49(7): 2455–2489.CrossRefGoogle Scholar
Rokeach, M. 1973. The nature of human values. New York: Free Press.Google Scholar
Sambharya, R. 1996. Foreign experience of top management teams and international diversification strategies of US multinational corporations. Strategic Management Journal, 17(9): 739–746.3.0.CO;2-K>CrossRefGoogle Scholar
Scannell, L., & Gifford, R. 2010. Defining place attachment: A tripartite organizing framework. Journal of Environmental Psychology, 30(1): 1–10.CrossRefGoogle Scholar
Schein, E. H. 1985. Organizational culture and leadership. San Francisco, CA: Jossey-Bass.Google Scholar
Schneider, S. C. 1989. Strategy formulation: The impact of national culture. Organization Studies, 10(2): 149–168.CrossRefGoogle Scholar
Shane, S. 1995. Uncertainty avoidance and the preference for innovation championing roles. Journal of International Business Studies, 26(1): 47–68.CrossRefGoogle Scholar
Shi, W., Connelly, B. L., & Li, J. 2022. Excess control rights in family firms: A socioemotional wealth perspective. Corporate Governance: An International Review, 30(6): 806–828.CrossRefGoogle Scholar
Shi, W., Cai, W., Wajda, D., & Jiang, F. 2023. A behavioral account of opportunistic diversification: evidence from non-real-estate firms’ investment in real estate. Management and Organization Review, 19(6): 1071–1103.CrossRefGoogle Scholar
Slater, D. J., & Dixon-Fowler, H. R. 2009. CEO international assignment experience and corporate social performance. Journal of Business Ethics, 89(3): 473–489.CrossRefGoogle Scholar
Soares, J. A. 1997. A reformulation of the concept of tradition. International Journal of Sociology and Social Policy, 17(6): 6–21.Google Scholar
Su, F., Ran, T., Sun, X., & Liu, M. 2011. Clans, electoral procedures and voter turnout: Evidence from villagers’ committee elections in transitional China. Political Studies, 59(2): 432–457.CrossRefGoogle Scholar
Suddaby, R., & Jaskiewicz, P. 2020. Managing traditions: A critical capability for family business success. Family Business Review, 33(3): 234–243.CrossRefGoogle Scholar
Suutari, V., & Makela, K. 2007. The career capital of managers with global careers. Journal of Managerial Psychology, 22(7): 628–648.CrossRefGoogle Scholar
Tang, Y., Mack, D., & Chen, G. 2018. The differential effects of CEO narcissism and hubris on corporate social responsibility. Strategic Management Journal, 39(5): 1370–1387.CrossRefGoogle Scholar
Tang, Y., Qian, C., Chen, G., & Shen, R. 2015. How CEO hubris affects corporate social (ir)responsibility. Strategic Management Journal, 36(9): 1338–1357.CrossRefGoogle Scholar
Tilcsik, A. 2012. Remembrance of things past: Individual imprinting in organizations. Cambridge, MA: Harvard University.Google Scholar
Triandis, H. C. 1995. Individualism and collectivism. Boulder, CO: Westview Press.Google Scholar
Tsai, L. L. 2007. Accountability without democracy: Solidary groups and public goods provision in rural China. Ithaca, NY: Cambridge University Press.CrossRefGoogle Scholar
Vaske, J. J., & Kobrin, K. C. 2001. Place attachment and environmentally responsible behavior. The Journal of Environmental Education, 32(4): 16–21.CrossRefGoogle Scholar
Wang, D., Du, F., & Marquis, C. 2019. Defending Mao's dream: How politicians’ ideological imprinting affects firms’ political appointment in China. Academy of Management Journal, 62(4): 1111–1136.CrossRefGoogle Scholar
Wang, H. 1991. Dandai Zhonguo Cunluo Jiazu Wenhua (Lineage culture in contemporary China). Shanghai: Shanghai Renmin Chubanshe.Google Scholar
Wang, H. 2008. Zhongguo Jia Pu Zong Mu (The comprehensive catalogue of Chinese genealogies). Shanghai: Shanghai gu ji chu ban she.Google Scholar
Wang, H., Gibson, C., & Zander, U. 2020. Editors’ comments: Is research on corporate social responsibility undertheorized? Academy of Management Review, 45(1): 1–6.CrossRefGoogle Scholar
Wang, X., Fan, G., & Hu, L. 2021. NERI index of marketization of China's Provinces. Beijing: Social Sciences Academic Press.Google Scholar
Watson, J. L. 1982. Chinese kinship reconsidered: Anthropological perspectives on historical research. The China Quarterly, 92: 589–622.CrossRefGoogle Scholar
White, H. 1980. A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica, 48: 817–838.CrossRefGoogle Scholar
Whyte, M. 1995. The social roots of China's economic development. China Quarterly, 144: 999–1019.CrossRefGoogle Scholar
Whyte, M. 1996. The Chinese family and economic development: Obstacle or engine? Economic Development and Cultural Change, 45(1): 1–30.CrossRefGoogle Scholar
Wood, D. 1991. Corporate social performance revisited. Academy of Management Review, 16(4): 691–718.CrossRefGoogle Scholar
Xiong, M. N., Wang, C. L., Cui, N., & Wang, T. 2021. The influence of clan culture on business performance in Asian private-owned enterprises: The case of China. Industrial Marketing Management, 99: 97–110.CrossRefGoogle Scholar
Xu, S., & Ma, P. 2021. CEOs’ poverty experience and corporate social responsibility: Are CEOs who have experienced poverty more generous? Journal of Business Ethics, 180(2): 747–776.CrossRefGoogle Scholar
Xu, Y., & Yao, Y. 2015. Informal institutions, collective action, and public investment in rural China. American Political Science Review, 109(2): 371–391.CrossRefGoogle Scholar
Yin, J., Li, J., & Ma, J. 2023. The effects of CEO awards on corporate social responsibility focus. Journal of Business Ethics, 190(4): 897–916.CrossRefGoogle Scholar
Zhang, C. 2020. Clans, entrepreneurship, and development of the private sector in China. Journal of Comparative Economics, 48(1): 100–123.CrossRefGoogle Scholar
Zhang, G., Xue, H., Gao, H., & Liu, X. 2024. Clan culture and corporate social responsibility in Chinese family firms. The Singapore Economic Review, 69(01): 119–139.CrossRefGoogle Scholar
Zheng, W., Shen, R., Zhong, W., & Lu, J. 2020. CEO values, firm long-term orientation, and firm innovation: Evidence from Chinese manufacturing firms. Management and Organization Review, 16(1): 69–106.CrossRefGoogle Scholar
Zhou, N., & Wang, H. 2020. Foreign subsidiary CSR as a buffer against parent firm reputation risk. Journal of International Business Studies, 51(8): 1256–1282.CrossRefGoogle Scholar