CEO Overconfidence and CSR Engagement

Author:

Chen Roger C. Y.1,Hung Shih-Wei2ORCID,Wei Yu-Chen3

Affiliation:

1. Department of Finance, I-Shou University, Taiwan

2. Department of Finance, National Taipei University of Business, Taiwan

3. Department of Money and Banking, National Kaohsiung University of Science and Technology Diyi Campus, Taiwan

Abstract

This study explored the impact of CEO overconfidence on corporate social responsibility (CSR). We found that overconfident CEOs do not like to engage in CSR actives. Moreover, a firm with better CSR performance and overconfident CEOs could increase the probability of agency problems. This implied that overconfident CEO is engaged in CSR based on self-interest motivation to reduce operating performance of the firm.

Funder

Institute for Information Industry, Ministry of Science and Technology, Taiwan

Publisher

World Scientific Pub Co Pte Ltd

Subject

Economics and Econometrics,Finance

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