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Applied Economics Letters Volume 26, 2019 - Issue 12
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Articles

Deciphering the motives behind corporate social responsibility (CSR) using managerial ownership: evidence from heteroskedastic identification

Pradit WithisuphakornNational Institute of Development Administration (NIDA), Bangkok, Thailand
&
Pornsit JirapornSchool of Graduate Professional Studies, Pennsylvania State University, Malvern, USACorrespondence[email protected]
Pages 963-970 | Published online: 24 Sep 2018

References

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  • Jiraporn, P., and P. Chintrakarn. 2013b. “How Do Powerful CEOs View Corporate Social Responsibility (CSR)? an Empirical Note.” Economics Letters 119: 344–347. doi:10.1016/j.econlet.2013.03.026.
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  • Oster, E. forthcoming. “Unobservable Selection and Coefficient Stability: Theory and Evidence.” Journal of Business &Economic Statistics. https://amstat.tandfonline.com/doi/abs/10.1080/07350015.2016.1227711#.W5_qXs5Kjcs.
  • Surroca, J., and J. A. Tribo. 2008. “Managerial Entrenchment and Corporate Social Performance.” Journal of Business, Finance, and Accounting 35: 748–789. doi:10.1111/j.1468-5957.2008.02090.x.
  • Withisuphakorn, P., and P. Jiraporn. 2016. “The Effect of Firm Maturity on Corporate Social Responsibility (CSR): Do Older Firms Invest More in CSR?” Applied Economics Letters 23: 298–301. doi:10.1080/13504851.2015.1071464.

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