Abstract
In this study, we examine a CEO’s early-life exposure to an environment characterized with strong clan culture and its implications on corporate social responsibility (CSR). Grounded in the upper echelons theory and imprinting theory, we propose that CEOs’ motivation to bring honor to their clansmen can influence their firms' engagement in CSR activities. We further examine the boundary conditions governing the above relation. Using a longitudinal data of the Chinese publicly-listed firms for 2010-2016, we find that this positive relationship between CEO early-life exposure to clan culture and CSR is weakened when the CEO has oversea experience and when the institutional development in the region where the firm is headquartered is better. Implications to the strategic leadership literature and CSR research are discussed.
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