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• W2000312985 abstract "We examine the influence of top management teams’ (TMTs’) integrative complexity and decentralization of decision making on corporate social performance. We argue that both factors increase TMT ability to gather information on, and attend to, stakeholder needs, thereby yielding higher corporate social performance. We further predict that decentralization moderates the relationship between integrative complexity and corporate social performance in such a way that the relationship is stronger under conditions of centralization. Using a Q-sort methodology, which translates complex qualitative observations into quantitative metrics, we examined integrative complexity and decentralization in 61 Fortune 500 firms and found support for our predictions. In the wake of numerous corporate scandals, corporate social performance has garnered much attention from business practitioners and academics alike. Corporate social performance refers to “a business organization’s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm’s societal relationships” (Wood, 1991: 693). The dominant perspective taken in evaluating a firm’s corporate social performance is the stakeholder approach, according to which firms act in a socially responsible manner when they take the interests of multiple stakeholders (e.g., customers, employees) into account (McGuire, Dow, & Argheyd, 2003; Ruf, Muralidhar, Brown, Janney, & Paul, 2001)." @default.
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• W2000312985 date "2011-12-01" @default.
• W2000312985 modified "2023-09-30" @default.
• W2000312985 title "The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance" @default.
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• W2000312985 doi "https://doi.org/10.5465/amj.2008.0762" @default.
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