文献类型：期刊文献

英文题名：Interlocking Directorates, Government Capital, and CSR Disclosure: Networked Drivers in Chinese Firms

作者：Liu, Chao[1];Pan, Yuejie[2];Zhu, Li[3];Jiang, Dehuai[4];Man, Yi[5]

第一作者：Liu, Chao

通讯作者：Pan, YJ[1]

机构：[1]Beijing Technol & Business Univ, Business Sch, Beijing, Peoples R China;[2]Beijing Union Univ, Business Coll, Beijing, Peoples R China;[3]Peking Univ, China Ctr Econ Res, Natl Sch Dev, Beijing, Peoples R China;[4]Chinese Acad Sci, Aerosp Informat Res Inst, Beijing, Peoples R China;[5]NYU, New York, NY USA

第一机构：Beijing Technol & Business Univ, Business Sch, Beijing, Peoples R China

通讯机构：[1]corresponding author), Beijing Union Univ, Business Coll, Beijing, Peoples R China.|[1141721]北京联合大学商务学院;[11417]北京联合大学;

年份：2025

外文期刊名：BUSINESS ETHICS THE ENVIRONMENT & RESPONSIBILITY

收录：;Scopus(收录号：2-s2.0-105023903530);WOS:【SSCI(收录号:WOS:001629651400001)】；

基金：This work was supported by the National Natural Science Foundation of China (72202005).

语种：英文

外文关键词：adoption and diffusion; CSR disclosures; government-related social capital; interlocking directorate network; social network

摘要：Corporate Social Responsibility (CSR) has emerged as a key basis for organizational legitimacy and competitive advantage, yet the meso-level mechanisms by which CSR disclosure practices diffuse through interconnected corporate networks remain poorly understood. In particular, it is unclear how CSR influence cascades across both direct and indirect ties in interlocking directorate networks and how political embeddedness moderates this process in emerging economy contexts such as China. Using data from 2941 firm-year observations of 722 publicly listed Chinese firms between 2008 and 2017, we employ a network approach grounded in social network theory and upper echelons theory to investigate how interlocking directorates facilitate CSR diffusion and how political embeddedness shapes this dynamic. Our results reveal that CSR practices are influenced not only by direct ties within interlocking directorates but also propagate through indirect connections, with influence extending up to three degrees of separation in the network. This study makes three distinct contributions: (1) to academic literature, we empirically extend CSR and upper echelons theory by integrating the "three degrees of influence" rule into the corporate context; (2) to managers, we identify interlocking directorates as cost-effective channels for learning and adopting CSR practices; and (3) to policymakers, we provide actionable insights for designing network-based interventions to accelerate diffusion. By highlighting the roles of government-related social capital and network structures, our research offers novel theoretical foundations and practical implications for both practitioners and regulators seeking to promote CSR adoption and diffusion across interlocking-directorate networks.