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The Impact of Top Management Team Process on Corporate Social Responsibility and Firm Performance

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This article aims to explore how top management team (TMT) process affects strategic corporate social responsibility (CSR), and in turn, how strategic CSR influences firm performance. In addition, this article examines whether CSR mediates the relationship between TMT process and firm performance. The sample consists of 203 hotels from the tourism and hospitality industry in the southeast China. TMT processes assessed are communication and cohesion. Results indicate that (1) corporate social responsibility is positively related to firm performance, (2) top management team process (communication and cohesion) is positively related to corporate social responsibility, and (3) corporate social responsibility fully mediates the relationship between top management team process and firm performance. Results highlight upper echelons mechanisms that underpin the TMT process–firm performance relationship. This study contributes to understanding how TMT process affects firm performance both directly and indirectly, through strategic CSR.

10.3868/s070-002-013-0012-4
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/content/journals/10.3868/s070-002-013-0012-4
2013-01-01
2016-12-07

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