Top most cited articles published, 2008–2022
| Ref | Aim | Keywords | Contribution | # Citations per year |
|---|---|---|---|---|
| Eccles et al. (2012) | To understand whether organizations that voluntarily adopt environmental and social policies show distinctive corporate profiles regarding governance structure, financial performance and stakeholder management process | organizational studies, strategy; effectiveness performance; behavior; sustainability; social-responsibility; stakeholder theory; charitable contributions; management; associations; capabilities; issues | Through a sample of 180 US companies, authors prove that companies that pay high attention to social policies and environmental issues in comparison to those who don't, show a distinctive organization profile with ad-hoc governance mechanisms where boards undertake direct responsibility over social and environmental issues, link executive compensation to sustainable objectives, show a longer term time horizon in communications, robust reporting and pay greater attention to non-financial metrics regarding interests for stakeholders (both shareholders and non-shareholders such as employees or suppliers) | 68,3 |
| Liao et al. (2015) | To answer whether board composition characteristics is related to voluntary disclosure of greenhouse gas emissions | female director; independent director; environmental committee; GHG disclosure; corporate social-responsibility; voluntary disclosure; institutional ownership; executive-compensation; stakeholder theory; women directors; governance; performance; attitudes; companies | The existence of environmental committees within boards together with a high level of diversity measured as gender diversity and a large number of independent directors favors the disclosing of greenhouse gas emissions which suggests that this board composition might balance different types of goals within organizations and reduce the risk of conflicts among different groups of stakeholders posing different interests | 51,0 |
| Dezső and Gaddis Ross (2012) | To answer whether female representation in top management has a positive effect on firm performance, and, if so, to understand whether the effect is general or confined to particular contexts | Gender; diversity; top management teams; firm performance; innovation; corporate boards; research agenda; competitive advantage; intrinsic motivation; employee creativity; leadership-style; upper echelons; tobin-q; women | Female representation in top management has positive impact on management (information and social diversity; enhanced behavior through management and increased motivation for women at middle management) that would lead to a better firm performance, only to the extent that a firm's strategy is focused on innovation and a high innovation intensity is deployed, measured as the ratio of R&D expenses to assets | 43,8 |
| Lozano (2015) | To provide a holistic perspective on the different corporate sustainability drivers in order to drive change toward a more sustainable-oriented state | corporate sustainability; change management; drivers; leadership; leverage; organizational culture | A model for better Corporate Sustainability (CS) adoption based on a larger awareness of the three types of drivers for CS: internal (ethical leadership; business case; company's culture), external (customer demands and expectations; regulation and legislation; society's raising awareness) and connecting drivers (reputation, sustainability reports, access to resources, environmental/social crises, market opportunities; market positioning). Despite deep attention to internal and external, connecting drivers can go unnoticed and limit the change required to adopt CS initiatives | 37,1 |
| Ref | Aim | Keywords | Contribution | # Citations per year |
|---|---|---|---|---|
| To understand whether organizations that voluntarily adopt environmental and social policies show distinctive corporate profiles regarding governance structure, financial performance and stakeholder management process | organizational studies, strategy; effectiveness performance; behavior; sustainability; social-responsibility; stakeholder theory; charitable contributions; management; associations; capabilities; issues | Through a sample of 180 US companies, authors prove that companies that pay high attention to social policies and environmental issues in comparison to those who don't, show a distinctive organization profile with ad-hoc governance mechanisms where boards undertake direct responsibility over social and environmental issues, link executive compensation to sustainable objectives, show a longer term time horizon in communications, robust reporting and pay greater attention to non-financial metrics regarding interests for stakeholders (both shareholders and non-shareholders such as employees or suppliers) | 68,3 | |
| To answer whether board composition characteristics is related to voluntary disclosure of greenhouse gas emissions | female director; independent director; environmental committee; GHG disclosure; corporate social-responsibility; voluntary disclosure; institutional ownership; executive-compensation; stakeholder theory; women directors; governance; performance; attitudes; companies | The existence of environmental committees within boards together with a high level of diversity measured as gender diversity and a large number of independent directors favors the disclosing of greenhouse gas emissions which suggests that this board composition might balance different types of goals within organizations and reduce the risk of conflicts among different groups of stakeholders posing different interests | 51,0 | |
| To answer whether female representation in top management has a positive effect on firm performance, and, if so, to understand whether the effect is general or confined to particular contexts | Gender; diversity; top management teams; firm performance; innovation; corporate boards; research agenda; competitive advantage; intrinsic motivation; employee creativity; leadership-style; upper echelons; tobin-q; women | Female representation in top management has positive impact on management (information and social diversity; enhanced behavior through management and increased motivation for women at middle management) that would lead to a better firm performance, only to the extent that a firm's strategy is focused on innovation and a high innovation intensity is deployed, measured as the ratio of R&D expenses to assets | 43,8 | |
| To provide a holistic perspective on the different corporate sustainability drivers in order to drive change toward a more sustainable-oriented state | corporate sustainability; change management; drivers; leadership; leverage; organizational culture | A model for better Corporate Sustainability (CS) adoption based on a larger awareness of the three types of drivers for CS: internal (ethical leadership; business case; company's culture), external (customer demands and expectations; regulation and legislation; society's raising awareness) and connecting drivers (reputation, sustainability reports, access to resources, environmental/social crises, market opportunities; market positioning). Despite deep attention to internal and external, connecting drivers can go unnoticed and limit the change required to adopt CS initiatives | 37,1 |
Source(s): Table by authors
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