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dc.contributor.authorMustafa, Ghulam
dc.contributor.authorKhatri, Ishwar
dc.date.accessioned2024-08-05T05:57:33Z
dc.date.available2024-08-05T05:57:33Z
dc.date.created2024-05-22T10:03:42Z
dc.date.issued2024
dc.identifier.citationBritish Journal of Management. 2024, 1-21.en_US
dc.identifier.issn1045-3172
dc.identifier.urihttps://hdl.handle.net/11250/3144322
dc.description.abstractThe purpose of this study is two-fold: (1) to investigate the moderating effect of the cultural value orientation of harmony/mastery on the relationship between board gender diversity (BGD) and corporate social responsibility (CSR) performance; and (2) to examine further whether cultural tightness amplifies the moderating effect of harmony/mastery orientation. Using a sample of 5135 firms across 25 countries during the period 2002–2021, our interaction model run with panel regression showed that the association between BGD and CSR performance is positively (negatively) moderated by harmony (mastery) orientation. Moreover, our test of a three-way interaction among BGD, harmony (mastery), and cultural tightness–looseness on CSR performance revealed that the moderating effect of harmony (mastery) orientation is amplified when cultural tightness increases. The findings suggest that harmony/mastery orientation matters more for the effects of BGD on firm CSR performance under tight cultural conditions. We discuss the theoretical and practical implications of the study.en_US
dc.language.isoengen_US
dc.publisherWileyen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleBoard Gender Diversity and CSR Performance: Do Societal Harmony/Mastery Orientation and Cultural Tightness-Looseness Matter?en_US
dc.title.alternativeBoard Gender Diversity and CSR Performance: Do Societal Harmony/Mastery Orientation and Cultural Tightness-Looseness Matter?en_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionpublishedVersionen_US
dc.source.pagenumber1-21en_US
dc.source.journalBritish Journal of Managementen_US
dc.identifier.doi10.1111/1467-8551.12834
dc.identifier.cristin2270073
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal