Purpose

This paper aims to investigate whether executive compensation, corporate social responsibility (CSR)-based incentives, environmental social and governance (ESG) performance and firm performance are the significant predictors of CSR committees, in addition to CEO, firm and corporate governance characteristics, from the tenet of stakeholder and managerial power theories.

Design/methodology/approach

Switzerland is an exemplary country from the perspective of corporate governance and executive compensation. This empirical study includes a panel data set of listed Swiss companies, so fixed-effect logistic regression has been used.

Findings

It has been found that the companies that offer CSR-based incentives and higher compensation to their CEOs and have better ESG performance are more likely to have CSR committees.

Practical implications

This empirical paper fills the gap in the literature, guides practitioners about the factors that influence the creation and efficiency of CSR committees, and inspires regulatory bodies to ponder on a mandatory CSR committee to form resilient and sustainable organizations worldwide.

Social implications

COVID-19 has re-emphasized the prominence of sustainability and the stakeholder approach. Thus, this paper indicates that CSR committees require the adaption and implementation of a holistic sustainability policy that integrates both external and internal factors and thereby provides a whole process for sustainability issues.

Originality/value

The impact of CSR committees on corporate social performance (CSP) has already been investigated. However, the predictors of CSR committees have been less scrutinized in the literature.

中文翻译：

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企业社会责任（CSR）委员会的决定因素：高管薪酬、基于CSR的激励和ESG绩效

目的

本文旨在调查除了首席执行官、公司和公司治理特征之外，高管薪酬、基于企业社会责任（CSR）的激励、环境、社会和治理（ESG）绩效和公司绩效是否是企业社会责任委员会的重要预测因素。利益相关者和管理者权力理论的宗旨。

设计/方法论/途径

从公司治理和高管薪酬的角度来看，瑞士是一个堪称典范的国家。本实证研究包括瑞士上市公司的面板数据集，因此使用了固定效应逻辑回归。

发现

研究发现，为首席执行官提供基于企业社会责任的激励措施和较高薪酬且 ESG 绩效较好的公司更有可能设立企业社会责任委员会。

实际影响

这篇实证论文填补了文献空白，指导从业者了解影响企业社会责任委员会的创建和效率的因素，并启发监管机构思考强制性企业社会责任委员会，以在全球范围内形成有弹性和可持续的组织。

社会影响

COVID-19 再次强调了可持续发展和利益相关者方法的重要性。因此，本文指出，企业社会责任委员会需要调整和实施全面的可持续发展政策，整合外部和内部因素，从而为可持续发展问题提供全流程。

原创性/价值

企业社会责任委员会对企业社会绩效（CSP）的影响已经被调查过。然而，文献中对企业社会责任委员会的预测因素的审查较少。