The CEO's Influence on Corporate Foundation Giving

Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes in order to gain access to elite circles or support the CEO's personal causes. This may result in charitable contributions that ult...

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Vydané v:	Journal of business ethics Ročník 40; číslo 1; s. 47 - 60
Hlavní autori:	Werbel, James D., Carter, Suzanne M.
Médium:	Journal Article
Jazyk:	English
Vydavateľské údaje:	Dordrecht Kluwer Academic Publishers 01.09.2002 Springer Nature B.V
Predmet:	Agency Agency theory Boards of directors Business ethics Business management Business structures Business studies Charitable giving Charities Chief executive officers Chief executives Conflicts of interest Corporate trustees Donations Enterprises Ethics Executive compensation Executives (Business) Funding Influence Management Managers Musical agency Nonprofit organizations Opportunistic behavior Philanthropy Principal-agent models Profit maximization Profits Stockholders Studies Trustees
ISSN:	0167-4544, 1573-0697
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Abstract	Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes in order to gain access to elite circles or support the CEO's personal causes. This may result in charitable contributions that ultimately serve the personal interests of the CEOs without regard to corporate interests or social needs. We examine the extent that CEOs appear to direct charitable giving to be compatible with their own personal interests, and if CEO participation on the foundation board affects the relationship between CEO personal interests and charitable giving. Using a sample of 160 corporate foundations, our results showed that CEO's interests, as measured by membership in different non-profit organizations, was associated with foundation charitable giving. This association decreased, but was not eliminated, when CEOs were absent from the foundation board. Implications of these findings for researchers and managers are discussed in regards to both agency theory and stewardship theory.
AbstractList	Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes in order to gain access to elite circles or support the CEO's personal causes. This may result in charitable contributions that ultimately serve the personal interests of the CEOs without regard to corporate interests or social needs. We examine the extent that CEOs appear to direct charitable giving to be compatible with their own personal interests, and if CEO participation on the foundation board affects the relationship between CEO personal interests and charitable giving. Using a sample of 160 corporate foundations, our results showed that CEO's interests, as measured by membership in different non-profit organizations, was associated with foundation charitable giving. This association decreased, but was not eliminated, when CEOs were absent from the foundation board. Implications of these findings for researchers and managers are discussed in regards to both agency theory and stewardship theory. Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes in order to gain access to elite circles or support the CEO's personal causes. This may result in charitable contributions that ultimately serve the personal interests of the CEOs without regard to corporate interests or social needs. This paper examines the extent that CEOs appear to direct charitable giving to be compatible with their own personal interests, and if CEO participation on the foundation board affects the relationship between CEO personal interests and charitable giving. Using a sample of 160 corporate foundations, results showed that CEOs' interests, as measured by membership in different non-profit organizations, was associated with foundation charitable giving. This association decreased, but was not eliminated, when CEOs were absent from the foundation board. Implications of these findings for researchers and managers are discussed in regards to both agency theory and stewardship theory.
Author	Werbel, James D. Carter, Suzanne M.
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Copyright	Copyright 2002 Kluwer Academic Publishers Copyright Kluwer Academic Publishers Group Sep 2002
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Snippet	Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes...
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SubjectTerms	Agency Agency theory Boards of directors Business ethics Business management Business structures Business studies Charitable giving Charities Chief executive officers Chief executives Conflicts of interest Corporate trustees Donations Enterprises Ethics Executive compensation Executives (Business) Funding Influence Management Managers Musical agency Nonprofit organizations Opportunistic behavior Philanthropy Principal-agent models Profit maximization Profits Stockholders Studies Trustees
Title	The CEO's Influence on Corporate Foundation Giving
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