More Social, More Socially Responsible? The Impact of CEO Social Media Use on Corporate Social Performance

Author:

Zhou Jing1,Ye Silin2ORCID,Liu Xiaming13

Affiliation:

1. School of International Business Southwestern University of Finance and Economics 555 Liutai Avenue Chengdu 611130 China

2. Business School Sichuan University Wangjiang Road Chengdu 610064 China

3. Department of Management Birkbeck, University of London Malet Street London UK

Abstract

AbstractNowadays, more and more firm chief executive officers (CEOs) are using social media to join online conversations and interact with stakeholders. As this social media presence shows their social participation tendencies, such CEOs have been described as ‘social CEOs’. Building on an upper‐echelon perspective of corporate social responsibility (CSR), this study examines whether social CEOs and the implications of their social media engagement have an impact on corporate social performance by developing a needs–affordances–consequences approach. Our approach explores the motives and ability of social CEOs, suggesting the positive influence of CEO sociability on CSR and also the moderating effect of CEOs’ social evaluation. Using data on Chinese publicly listed firms from 2009 to 2020, we find that firms with social CEOs have a higher level of social performance than firms without, and higher CEO status or better CEO reputation can further amplify the positive impact of CEO sociability on corporate social performance. This work makes important contributions to research on the determinants of CSR, as well as the social media and leadership literature.

Funder

National Natural Science Foundation of China

China Scholarship Council

Publisher

Wiley

Subject

Management of Technology and Innovation,Strategy and Management,General Business, Management and Accounting

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