This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Google Scholar Articles by Ramasamy, B. Articles by Ting, H. W. Search for Related Content Social Bookmarking                   What's this?

Corporate Social Performance and Ethnicity

A Comparison between Malay and Chinese Chief Executives in Malaysia

China Europe International Business School, Shanghai, China

Ng Huey Ling

Hung Woan Ting

Nottingham University Business School, Malaysia Campus, Malaysia

The call for corporate social responsibility is steadily escalating in the corporate agenda. Previous studies on the determinants of Corporate Social Performance (CSP) point to factors including the size of firms and the nature of industries, as well as the commitment of the leadership. This study explores how attributes of chief executives in Malaysia may affect the formulation and implementation of socially responsible policies and programmes of organizations. The suggestion is that companies with Malay chief executives demonstrate higher corporate social performance levels than companies with Chinese chief executives; and that the age of chief executives is a significant predictor of the CSP level. However, the education background of the chief executives has no noticeable effect on the level of CSP.

Key Words: chief executives • corporate social performance (CSP) • corporate social responsibility (CSR) • ethnicity • Malaysia

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?