The nonlinear effect of executive compensation on corporate social responsibility performance

Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Pareek, Ritu [verfasserIn] Sahu, Tarak Nath - 1982- [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2024

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Schlagwörter:	Executive compensation Corporate social responsibility performance Generalized method ofmoments Dynamic panel data analysis Non-linear

Übergeordnetes Werk:	Enthalten in: Rajagiri management journal - Bingley, United Kingdom : Emerald Publishing, 2019, 18(2024), 1, Seite 43-55
Übergeordnetes Werk:	volume:18 ; year:2024 ; number:1 ; pages:43-55

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.1108/RAMJ-06-2022-0094

Katalog-ID:	1883745209

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allfields	10.1108/RAMJ-06-2022-0094 doi (DE-627)1883745209 (DE-599)KXP1883745209 DE-627 ger DE-627 rda eng Pareek, Ritu verfasserin aut The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/legalcode Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206 Sahu, Tarak Nath 1982- verfasserin (DE-588)104804422X (DE-627)779724178 (DE-576)401894495 aut Enthalten in Rajagiri management journal Bingley, United Kingdom : Emerald Publishing, 2019 18(2024), 1, Seite 43-55 Online-Ressource (DE-627)1757868356 (DE-600)3064235-8 2633-0091 nnns volume:18 year:2024 number:1 pages:43-55 https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance Verlag kostenfrei https://doi.org/10.1108/RAMJ-06-2022-0094 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 18 2024 1 43-55 26 01 0206 4501538015 x1z 19-03-24 2403 01 DE-LFER 4510531788 00 --%%-- --%%-- n --%%-- l01 11-04-24 2403 01 DE-LFER https://doi.org/10.1108/RAMJ-06-2022-0094 2403 01 DE-LFER https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance
spelling	10.1108/RAMJ-06-2022-0094 doi (DE-627)1883745209 (DE-599)KXP1883745209 DE-627 ger DE-627 rda eng Pareek, Ritu verfasserin aut The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/legalcode Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206 Sahu, Tarak Nath 1982- verfasserin (DE-588)104804422X (DE-627)779724178 (DE-576)401894495 aut Enthalten in Rajagiri management journal Bingley, United Kingdom : Emerald Publishing, 2019 18(2024), 1, Seite 43-55 Online-Ressource (DE-627)1757868356 (DE-600)3064235-8 2633-0091 nnns volume:18 year:2024 number:1 pages:43-55 https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance Verlag kostenfrei https://doi.org/10.1108/RAMJ-06-2022-0094 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 18 2024 1 43-55 26 01 0206 4501538015 x1z 19-03-24 2403 01 DE-LFER 4510531788 00 --%%-- --%%-- n --%%-- l01 11-04-24 2403 01 DE-LFER https://doi.org/10.1108/RAMJ-06-2022-0094 2403 01 DE-LFER https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance
allfields_unstemmed	10.1108/RAMJ-06-2022-0094 doi (DE-627)1883745209 (DE-599)KXP1883745209 DE-627 ger DE-627 rda eng Pareek, Ritu verfasserin aut The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/legalcode Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206 Sahu, Tarak Nath 1982- verfasserin (DE-588)104804422X (DE-627)779724178 (DE-576)401894495 aut Enthalten in Rajagiri management journal Bingley, United Kingdom : Emerald Publishing, 2019 18(2024), 1, Seite 43-55 Online-Ressource (DE-627)1757868356 (DE-600)3064235-8 2633-0091 nnns volume:18 year:2024 number:1 pages:43-55 https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance Verlag kostenfrei https://doi.org/10.1108/RAMJ-06-2022-0094 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 18 2024 1 43-55 26 01 0206 4501538015 x1z 19-03-24 2403 01 DE-LFER 4510531788 00 --%%-- --%%-- n --%%-- l01 11-04-24 2403 01 DE-LFER https://doi.org/10.1108/RAMJ-06-2022-0094 2403 01 DE-LFER https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance
allfieldsGer	10.1108/RAMJ-06-2022-0094 doi (DE-627)1883745209 (DE-599)KXP1883745209 DE-627 ger DE-627 rda eng Pareek, Ritu verfasserin aut The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/legalcode Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206 Sahu, Tarak Nath 1982- verfasserin (DE-588)104804422X (DE-627)779724178 (DE-576)401894495 aut Enthalten in Rajagiri management journal Bingley, United Kingdom : Emerald Publishing, 2019 18(2024), 1, Seite 43-55 Online-Ressource (DE-627)1757868356 (DE-600)3064235-8 2633-0091 nnns volume:18 year:2024 number:1 pages:43-55 https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance Verlag kostenfrei https://doi.org/10.1108/RAMJ-06-2022-0094 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 18 2024 1 43-55 26 01 0206 4501538015 x1z 19-03-24 2403 01 DE-LFER 4510531788 00 --%%-- --%%-- n --%%-- l01 11-04-24 2403 01 DE-LFER https://doi.org/10.1108/RAMJ-06-2022-0094 2403 01 DE-LFER https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance
allfieldsSound	10.1108/RAMJ-06-2022-0094 doi (DE-627)1883745209 (DE-599)KXP1883745209 DE-627 ger DE-627 rda eng Pareek, Ritu verfasserin aut The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/legalcode Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206 Sahu, Tarak Nath 1982- verfasserin (DE-588)104804422X (DE-627)779724178 (DE-576)401894495 aut Enthalten in Rajagiri management journal Bingley, United Kingdom : Emerald Publishing, 2019 18(2024), 1, Seite 43-55 Online-Ressource (DE-627)1757868356 (DE-600)3064235-8 2633-0091 nnns volume:18 year:2024 number:1 pages:43-55 https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance Verlag kostenfrei https://doi.org/10.1108/RAMJ-06-2022-0094 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 18 2024 1 43-55 26 01 0206 4501538015 x1z 19-03-24 2403 01 DE-LFER 4510531788 00 --%%-- --%%-- n --%%-- l01 11-04-24 2403 01 DE-LFER https://doi.org/10.1108/RAMJ-06-2022-0094 2403 01 DE-LFER https://www.emerald.com/insight/content/doi/10.1108/RAMJ-06-2022-0094/full/pdf?title=the-nonlinear-effect-of-executive-compensation-on-corporate-social-responsibility-performance
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topic_title	The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu Executive compensation (dpeaa)DE-206 Corporate social responsibility performance (dpeaa)DE-206 Generalized method ofmoments (dpeaa)DE-206 Dynamic panel data analysis (dpeaa)DE-206 Non-linear (dpeaa)DE-206
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title_full	The nonlinear effect of executive compensation on corporate social responsibility performance Ritu Pareek and Tarak Nath Sahu
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title_auth	The nonlinear effect of executive compensation on corporate social responsibility performance
abstract	Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India.
abstractGer	Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India.
abstract_unstemmed	Purpose - Taking cues from the fact that there remains a dearth in the establishment of theoretical and empirical relationship between executive compensation and corporate social responsibility (CSR) performance of the firms, this study attempts to explore the non-linear relationship between the said variables. Design/methodology/approach - The study utilizes a strongly balanced panel data set of 179 non-financial National Stock Exchange (NSE) 500 listed firms for the study period of 2015-2020. The study further employs both static as well as Arellano-Bond dynamic panel model under generalized method of moments (GMM) framework to establish the relationship between executive compensation and CSR performance of the sampled firms. Findings - The study acknowledges an inverted U-shaped relationship between executive compensation and environmental, social and governance (ESG) score of the firms. According to the robust estimator, an increase in the level of executive compensation is said to affect CSR performance positively until it surpasses a threshold level of 18.7 percent. Practical implications - One of the major takeaways that the study provides for the corporate policymakers is that the level of compensation can only motivate the executives to take up socially responsible work up to a certain level surpassing which the executives becomes resistant towards any benefits provided by the CSR performance and get inclined towards economical performances of the firm. At the later stage, the economical expansionary investment benefits overweigh the personal career benefit gained by the executives from the CSR performances of the firm. Originality/value - The nonlinearity relationship between executive compensation and CSR performance and the threshold level providing the two-fold effect of compensation on the CSR performance of the firms attempted by this study is a rare attempt in an emerging economy like India.
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