Corporate social responsibility (CSR) in Canadian family firms

Abstract

PurposeThe purpose of this paper is to examine corporate social responsibility (CSR) activities in Canadian family firms.Design/methodology/approachThis paper is an empirical work using a sample of Canadian listed companies for eight years between 2010 and 2017.FindingsRelying on five measures for CSR, this paper finds that, compared with other listed firms, family listed firms have a higher level of CSR engagement. Further tests show that family-named family firms engage in more CSR activities; family firms with second largest shareholders engage in more CSR activities; and family firms affiliated with large business groups engage in more CSR activities. However, family firms whose family members are CEOs, presidents or board chairpersons engage in less CSR engagement.Originality/valueThis paper contributes to the current CSR literature by highlighting the importance of family firm heterogeneity in shaping a firm’s CSR practices. It focuses on four characteristics of Canadian family firms that are potentially connected to CSR, namely, family-named family firms; family firms with family members being CEOs, presidents or chairpersons; family firms with second largest shareholders and family firms affiliated with large business groups.