A growing body of research suggests that having more women in the boardroom leads to better corporate social responsibility (CSR) performance. However, much of this work views the CSR-enhancing effect of women directors as largely driven by their moral orientations and rarely considers other underlying mechanisms. Moreover, less explored are the firm-specific conditions under which such CSR-promoting roles of female directors might be performed more (or less) effectively. In this paper, we seek to bridge this gap in the literature by (1) proposing an additional account for the positive influence of female independent directors on the firm’s CSR and (2) illuminating the organizational context in which female directorship is likely to translate into good CSR performance. We argue that women independent directors might take CSR issues more seriously than their male counterparts not only because of their stronger moral orientations, but also because they have reputational reasons to do so. Further, we suggest that female directors’ concerns about CSR-relevant matters are more (less) likely to gain support from other members of the organization when their company is doing more (less) business in the product markets where reputation for CSR is more (less) vital for success. Using a sample of Standard & Poor’s (S&P) 1500 index firms (2000–2009) and the data on their board composition and CSR ratings, we find strong support for our argument. We find that the number (or proportion) of women independent directors is positively associated with a firm’s CSR ratings and that the strength of this relationship depends on the level of the firm’s consumer market orientation.

This study explores the impact of the mismatch between two sources of power, ownership and status, on the effectiveness of interorganizational relations. We characterize three types of dyadic ownership-status relationships and examine their relative mixes at the group level: (1) power source match (A's ownership and status are both higher than those of B); (2) ownership-dominated power source mismatch (A's ownership advantage over B is greater than B's status advantage over A); and (3) status-dominated power source mismatch (A's ownership advantage over B is less than B's status advantage over A). We found that power source match enhanced the effectiveness of venture capital (VC) syndication, and that ownership-dominated power source mismatch strengthened the positive effect of power source match because the syndicate could maintain legitimate ownership order and benefit from diverse inputs. By contrast, status-dominated power source mismatch weakened the positive effect of power source match, because it may have created disorderly interaction. Moreover, familiarity between participating VC firms diminished the negative moderating effect of status-dominated mismatch, because mutual trust helped organize group interaction, and entrepreneurial performance fulfilled a similar function, as the autonomy of entrepreneurs from the VC syndicate buffered turbulences caused by interaction problems among VC investors.

Although firms generally strive to enhance social evaluations, scholars have noted that such evaluations may not completely reflect actual performance of the firms. Extending this approach to the domain of environmental sustainability, we focus on the importance of social evaluation heuristics and explore how a firm’s status, or generalized evaluation not directly linked to environmental performance, plays a key role in shaping audience perceptions on its environmental reputation. Using multiple sources of data on 178 global companies’ green reputation, status, and environmental performance, our study shows that a firm’s status significantly enhances its environmental reputation assessed by general consumers and that the status effect varies significantly according to media frames. These findings illuminate the richness and complexity in the relations between status, reputation, and media-provided information in the area of environmental sustainability.

In recent years, companies are challenged not only to develop market competencies but also to deal with environmental issues. Unlike larger companies equipped with abundant resources and sustainable capabilities, small- and medium-sized enterprises (SMEs) are under relatively constrained conditions to effectively deal with environmental concerns as well as market demands. This study attempts to examine a set of potential factors by which SMEs can overcome such limited conditions and bring novel and environmentally beneficial products to market through their innovative activities. Organization theories, such as organizational learning, social network theory, and new-institutional theory, provide a theoretical framework for this study that SMEs may utilize their resources and capabilities from internal, external, and institutional domains. The hypotheses are tested using the Korea Innovation Survey 2010. The analyses show that the likelihood of the market introduction of new and environmentally innovative products is increased not only when an SME makes more monetary investments on internal innovative activities and experiences more success in general innovation activities, but also when an SME inputs more monetary investments into the search for technological knowledge from the outside and utilizes more diverse external information sources. Interestingly, the findings demonstrate that monetary support from the government do not have significant impacts on an SME’s environmental innovation, while a non-monetary technological support system operated by government raises the likelihood of the market introduction of new and environmentally innovative products. Theoretical contributions and managerial implications are discussed.

Prior work on innovation has generally emphasized the importance of an organization’s exposure to external knowledge. This study, in contrast, redirects our attention toward conditions under which such exposure serves as constraints on organizational endeavors to achieve environmentally preferable innovation. We develop a two-stage model for sustainable innovation. A firm in the first stage explores a variety of alternatives and develops strategic intentions to address broader environmental concerns; thus, it may benefit from access to both diverse sources of external knowledge and network ties that enable an extensive search for new information. In the second stage, a firm exploits limited available options to achieve its strategic intentions. We suggest that dependence on external knowledge in the first stage makes the transition toward the second stage challenging, thereby reducing the probability that a firm’s strategic intentions for sustainability result in actual innovation outcomes. We test our theory using the 2014 Korean Innovation Survey. Our results show that diverse sources of external knowledge through rich network ties, albeit the positive main effects on innovation outcomes, negatively moderate the relationship between a firm’s intentions for environmental sustainability and its achievement of sustainable innovation. Several theoretical and practical implications are discussed.