Corporate Philanthropy in the U.K. 1985–2000 Some Empirical Findings

This paper briefly reviews the theories that seek to explain the phenomenon of corporate charitable donations and then provides a review of the empirical issues that have arisen in previous studies in this area. The findings of an analysis of charitable donations data from the entire U.K. FTSE index for the years 1985–2000 are then reported. These findings include the observation of a time-related increase in charitable donations, which is compared with an earlier study to give a 24 year history of charitable donations in the U.K. The findings note little responsiveness of the monetary value of charitable donations to the economic performance of firms. An international comparison over time against U.S. trends is also reported and shows how U.S. corporations have traditionally been more generous than U.K. firms, but that the trend in the U.S. is downwards. Membership of a U.K.-based "tithing" club (the PerCent Club) is shown to be associated with higher profit performance against non-members. Members' charitable contributions against profit are shown to be higher than the FTSE mean although short of the 0.5% target figure in "cash" terms. The paper concludes with a brief discussion of these findings in relation to the theoretical positions advanced for corporate philanthropy.     

Guilt appeals: The mediating effect of responsibility

This research was conducted to assess how guilt appeals operate in soliciting charitable donations. It was hypothesized that a sense of responsibility would enhance the effectiveness of charitable guilt appeals, thus leading to larger charitable donations. It was also hypothesized that the presence of others would make salient a prosocial norm, thus increasing a sense of responsibility to help. Two laboratory experiments were conducted to test these hypotheses. The effect of guilt on charitable‐donation intention and actual donations was mediated by a sense of responsibility. Additionally, the presence of others enhanced the sense of responsibility to behave prosocially. These findings have implications for the design of charitable‐donation campaigns. © 2006 Wiley Periodicals, Inc.     

Ethical corporate social responsibility: A framework for managers

Managers encounter difficulties in developing corporate social responsibility programmes. These difficulties arise from conflicting interests and priorities. Pressures may be both internal and external and corporate social responsibility programmes usually evolve from a combination of proactive and reactive policies. The first experiences of a company are likely to be reactive, in response to requests for equipment, sponsorship or charitable donations but companies soon become aware of the benefits of planned programmes. Planning implies objectives, performance criteria and evaluation, and a rational framework for decision-taking. This paper attempts to highlight problem areas for managers and to develop a pragmatic framework of analysis which will help identify and clarify corporate social responsibilities. The paper, which is written from a UK perspective discusses the contribution of stakeholder models and highlights limitations of this approach. It develops an ethical framework focused on concepts of responsibility.Jacquie L'Etang is a Lecturer in Public Relations at the University of Stirling, Scotland and teaches on the full-time and distance learning MSc degrees in Public Relations. She has postgraduate degrees in history, public relations and social justice and her main research interests are in business ethics and the theory, history and sociology of public relations.     

It's the thought that counts: The effects of construal level priming and donation proximity on consumer response to donation framing

This research demonstrates that consumers react differently to donations emphasizing a company's effort invested in charitable actions, as opposed to those highlighting its ability to carry out those actions. Our results show that consumers rate the brands that adopt an effort-oriented donation strategy more favorably than those that use an ability-oriented strategy (study 1). Further, this effect is moderated by consumers' perceived psychological distance (made salient by construal level priming or donation proximity). The findings converge to show that congruency between donation framing and primed psychological distance leads to more favorable brand evaluations and greater purchase intentions. Findings of this research contribute to the corporate social responsibility literature and have important marketing research and managerial implications.     

党组织参与治理对上市公司慈善捐赠的影响

利用我国A股非金融类上市公司2008—2017年数据,采用“双向进入”、“交叉任职”两个指标衡量党组织参与企业治理的情况,实证检验其对企业慈善捐赠行为的影响。结果发现,党组织“双向进入”和“交叉任职”与企业是否捐赠、捐赠水平均呈显著正向关系。此外,上述作用在国有企业与非国有企业中均存在,但与中央国有企业相比,党组织参与治理对企业捐赠的促进效应在地方国有企业中更为明显。研究还发现,党组织参与治理对企业慈善捐赠的促进作用并不以损害企业价值为代价,反而会提高公司经营绩效和价值,并且党组织参与治理对企业捐赠的促进作用并非以获取更多的政府补贴为目的。研究表明,党组织参与治理促进了企业的捐赠行为,这一结论有助于进一步理解党组织在公司治理中的地位与作用。     

Determinants of Corporate Donations to Nonprofits

The current study was undertaken to begin an initial investigation of determinants of corporate charitable giving. Factors analyzed include donor corporation demographics, forms of donations utilized, and corporate preferences with regard to the beneficiaries of their giving. Results indicate that age of the nonprofit and age of the corporation as well as relationships between owners/managers and workers with the nonprofit are positively related to donations. Strategic implications for these and other results are discussed.     

Public companies as social institutions

Many UK public companies invest considerable resources in charitable donations and community involvement. Using semi‐structured interviews with public company officers, the author sought to investigate the motivations behind this activity. Was it undertaken because of an expectation of commercial benefit, out of a sense of obligation, or for other reasons? It appeared that public companies were increasingly anxious to make connections between corporate activity in the community and business activities. Public companies linked with local communities clearly felt a sense of connection with them. Corporate officers were constantly dealing with the management of reputation, which was seen as a valuable business asset, and community links made this task easier.     

The CEO's Influence on Corporate Foundation Giving

Some scholars have argued that CEOs may have excessive influence on their foundation's trustees to give away a portion of company profits to charitable causes in order to gain access to elite circles or support the CEO's personal causes. This may result in charitable contributions that ultimately serve the personal interests of the CEOs without regard to corporate interests or social needs. We examine the extent that CEOs appear to direct charitable giving to be compatible with their own personal interests, and if CEO participation on the foundation board affects the relationship between CEO personal interests and charitable giving. Using a sample of 160 corporate foundations, our results showed that CEOs' interests, as measured by membership in different non-profit organizations, was associated with foundation charitable giving. This association decreased, but was not eliminated, when CEOs were absent from the foundation board. Implications of these findings for researchers and managers are discussed in regards to both agency theory and stewardship theory.     

Do Suppliers Applaud Corporate Social Performance?

The influence of corporate social performance (CSP) on stakeholders is one of the focal issues in corporate social responsibility (CSR) research. Using data of listed companies in China, this paper examines whether CSR behavior in the form of charitable donations garners a positive reaction from suppliers. Results derived from both level and change model regressions show that superior CSP makes it easier for a firm to obtain trade credit from suppliers, although the effect is significant only in non-state-owned enterprises (non-SOEs). The results are robust to various measures of CSP and endogeneity tests. The results support the strategic philanthropy view and apply stakeholder theory in supply chain, that strategic CSR can help firms to attract suppliers and consolidate cooperative relationships with them, which in turn benefits the firms in terms of more trade credit financing from suppliers. This paper also shows that state-owned enterprises and non-SOEs have different CSR intentions and use CSR to achieve strategic goals in different ways. The conclusions drawn from this study provide practical guidance on CSR strategy, suggesting that CSR activities can help a firm in transition economies to enhance its corporate image, establish and consolidate the good relationship with suppliers, and obtain economic benefits or achieve long-term business objectives.     

Theoretical Perspectives on Corporate Social and Environmental Disclosure: Evidence From China

Using a data set of top 56 corporate social and environmental reporting (CSER) disclosing firms with 112 observations on the H-share and Red-chip lists of the Hong Kong Stock Exchange, results suggest that charitable donations, firm size, and the Songhua River incident response are positively related to the CSER disclosure, whereas debt–equity ratio, profit margin, and firm age revealed counterdirectional relationships. Other variables including media attention and market risk were found to have no impact. Findings imply that the Chinese government and its agencies need to prescribe CSER guidelines and make them mandatory for listed firms.     

The Effects of Employee Attitudes on Workplace Charitable Donations

ABSTRACT

The objectives of this paper are to examine the effects of employee attitudes toward the employer on workplace monetary donations at two levels: (1) to see if there is a significant difference between the attitudes of employees who make workplace contributions and those who do not; and (2) to examine whether awareness of employer charitable contributions moderate the relationship between employee attitudes and donating behavior. Employee attitudes include organizational commitment and job satisfaction. The research questions are examined in the context of workplace contributions made to a regional branch of United Way. The results indicate that organizational commitment scores exhibited by employees who made workplace contributions, and who were aware that their employer was also making corporate donations were significantly higher than the commitment for employees who did not make workplace contributions. No significant relationships were found for job satisfaction.     

The Ethics of Corporate Social Responsibility and Philanthropic Venturesl

Andrew Carnegie popularized the principles of charity and stewardship in 1899 when he published The Gospel of Wealth. At the time, Carnegie's ideas were the exception rather than the rule. He believed that businesses and wealthy individuals were the caretakers or stewards of their property holding it in trust for the benefit of society as a whole.One of the most visible ways a business can help a community is through corporate philanthropy. While the courts have ruled that charitable contributions fall within the legal and fiduciary powers of the corporation's policymakers, some critics have argued that corporate managers have no right to give away company money that does not belong to them and any income earned by the company should be either reinvested in the company or distributed to the stockholders.     

Does managerial networking impinge our morality in Guanxi context? The moderating effect of corruption perception

This study explores the relationship between managerial networking and corporate morality in a guanxi context where personal relationship is widely used for organizational purposes. Using a sample of 6361 Chinese private firms, we find a significantly positive relationship between managerial networking and corporate social responsibility, including corporate charitable donations and environmental protection, and an insignificant relationship between managerial networking and the prevalence of business bribery. We also find that such relationships depend on corruption perception, that is, when corruption perception is high, the negative effects of managerial networking are more likely to rise but the positive effects of managerial networking are more likely to be weakened. These results are robust and consistent across various measurements and models.     

The Impact of Operational Diversity on Corporate Philanthropy: An Empirical Study of U.S. Companies

This paper investigates the impact of diversity on corporate philanthropy. Compared to previous studies that have considered the influence of board diversity and CEO gender on corporate philanthropy, this study introduces the concept of operational diversity, which is the implementation of diversity programs at management, employee, and supply chain levels, and further, it explains why operational diversity influences corporate philanthropy, by using the premises of resource dependence theory. Second, this study also investigates the influence of board diversity on corporate philanthropy. Third, this study uses a large sample of U.S. firms over the period of 1991–2009 and tries to mitigate possible omitted variables and endogeneity problems that are often overlooked in previous research. We demonstrate that firms with operational diversity programs are likely more dependent on a broad variety of resources and give more to community as a strategic maneuver; hence, operational diversity is a better indicator for predicting future corporate giving than board diversity alone. However, having a woman or a member of a minority as a company’s chief executive officer is not sufficient to impact its charitable giving. A battery of robustness tests support our conclusion and confirm that our results are not driven by a firm’s general corporate social responsibility (CSR) score, gender or independence of board members, or firm ownership. This paper will assist researchers, practitioners, and other stakeholders in deepening their understanding of the predictors of corporate giving.     

Factors Influencing Monetary Donations to Charitable Organizations

ABSTRACT

Charitable organizations are under increasing financial pressure to attract and retain private donors. However, research examining consumer attitudes toward and motivations for giving to charity have yielded ambiguous results. A cross-disciplinary literature review suggests individual donation behavior is based on several factors including attitudes toward helping others, attitudes toward the charitable organization and various intrapersonal, social and economic motives. Using exploratory factor analysis seven factors are identified which influence monetary donations to charitable organizations. Of these seven factors, two factors measure attitudes relevant to charitable giving and five factors capture motivations for charitable giving. These measures are important to academicians, policy makers and practitioners in the development of theory and marketing strategy.     

Corporate Political Donations: Influences from Directors’ Networks

Motivated by contemporary debates concerning whether directors inappropriately deploy corporate funds for corporate political donations and the limited research into managerial influence on corporate political donations, we examine the impact of director influences from a network perspective. Using a sample of large listed Australian corporations and their political party donation activity during 2000–2007, we find that both the professional and non-professional networks of directors influence corporate political donations. We observe these influences in relation to donations at the federal and state levels, and with respect to the choice of recipient political parties.     

Corporate Donations in China: A Strategic- Political Perspective

This paper explores how the political identity of top managers influences corporate donations, based on upper echelons theory (UET). The results show that the political identity of the top manager has a significant impact on the donation behavior of a company, especially in areas with poor institutional environments. Corporate donations depend not only on whether the top manager has a political identity but also the type of this identity. Furthermore, the impact differs significantly between companies with different ownership structures. This study enriches our knowledge of corporate philanthropy by demonstrating that corporate donation practices are shaped by a range of contextual factors. Corporate giving behaviors in emerging economies such as China are differently motivated according to the fundamentally different aspects of their institutional settings.     

Donate Money,but Whose? An Empirical Study of Ultimate Control Rights,Agency Problems,and Corporate Philanthropy in China

Using empirical evidence gathered from Chinese listed companies, this article explores the relationship between micro-governance mechanisms and corporate philanthropy from a corporate governance perspective. In China’s emerging market, ultimate controlling shareholders of state-owned enterprises (SOEs) are reluctant to donate their assets or resources to charitable organizations; in private enterprises (PEs) marked by more deviation in voting and cash flow rights, such donations tend to be more likely. However, the ultimate controllers in PEs refuse to donate assets or resources they control or own, which implies that corporate philanthropy by PEs comes at the cost of others, through assets or resources owned by minority shareholders. Even after devastating natural disasters such as the 2008 Wenchuan Earthquake, the controlling shareholders continue to express reluctance to donate any assets they control. Despite widespread evidence that corporate philanthropy boosts corporate growth and profitability, these ultimate controllers indicate no intention to donate their own money as a means to improve corporate performance.     

The Influence of Mutual Status on Rates of Corporate Charitable Contributions

The claims by the Building Societies Association (BSA), some mutual building societies and other observers that mutual status is associated with higher levels of charitable and community involvement than public status banks are tested using the proxy of charitable donations in cash as a proportion of profits before tax (PBT). Using a sample of 31 of the remaining 65 mutual societies and the population of U.K.-based retail banks and still-independent demutualised banks, two hypotheses were tested: first, that charitable giving as a proportion of PBT over the period 1990–2003 was higher for mutuals than banks and second, that longitudinal records of charitable donations as a proportion of PBT for former mutuals will show a lower rate after demutualisation. Neither hypothesis was convincingly supported allowing for the conclusion that any claims suggesting that mutuals are structurally more generous than public companies are not supported by empirical evidence.     

Listed peers' giving and corporate philanthropy: The motivations to imitate

The impact of industrial peers' donations on firms' charitable practices has been tested and verified in existing literatures. This paper further studies the motivations and scenarios of non-listed companies to imitate their listed counterparts in the same industry to formulate charitable policies. Deeply rooted in institutional isomorphism theory, uncertainty and professional networks are employed as philanthropic motives for unlisted companies to mimic their listed peers. Managerial decision mechanisms and network status perceptions enhance imitation by reinforcing decision uncertainty and network effect. Institutional environment heterogeneity can amplify or reduce the imitative stimulus of managers' decision mechanisms and status perceptions. Our empirical tests are based on a unique dataset of 14,873 unlisted firms and their corresponding listed counterparts in China from 2006–2016, and use Tobit regression methods. The results show a significantly positive association between listed peers' giving and non-listed firms' donation. The peer effects are intensified when non-listed firms' decentralized decision-making and higher managers' status identification are present. Furthermore, when the institutional environment changes from weak to strong, the impetus of decentralized decision-making and status identification will be weakened. These findings contribute to the corporate philanthropy literature and facilitate the development of effective corporate charity policies and government promotion of philanthropic responsibility.