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| The Effect of Top Management Team Heterogeneity on Corporate Social Responsibility Performance under the View of Relationship Embeddedness |
| ZHU Le，CHEN Cheng |
| Yangtze University， Jingzhou， Hubei， China |
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Abstract In the perspectives of upper echelon theory, the social relationship embedded ness theory and the legitimacy theory, the study discusses the mediating mechanism of top management team’s social relationship heterogeneity on the relationship between its structure heterogeneity and corporate social responsibility performance. Using the sample of China’s A share listed companies from 2011 to 2017, the Heckman’s two-stage regression method is used for empirical testing. We find a significant negative relationship between top management team’s age heterogeneity and corporate social responsibility performance, and the relationship heterogeneity can ease the negative impact. The structure heterogeneity in gender, education and tenure has a significant positive impact on corporate social responsibility performance, but the mediating effect of relationship heterogeneity hasn’t been proved by sufficient empirical evidence.
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Received: 24 January 2020
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