Corporate executives managing some of the largest public companies in the U.S. are shaped by their daughters. When a firm’s chief executive officer (CEO) has a daughter, the corporate social responsibility rating (CSR) is about 9.1% higher, compared to a median firm. The results are robust to confronting several sources of endogeneity, e.g., examining first-born CEO daughters and CEO changes. The relation is strongest for diversity, but significant also for broader pro-social practices related to the environment and employee relations. Our study contributes to research on female socialization, heterogeneity in CSR policies, and plausibly exogenous determinants of CEOs’ styles.
|Journal||Journal of Financial Economics|
|Publication status||Published - 2017|
Corresponding author email@example.com, firstname.lastname@example.org
- Corporate social responsibility
- Family environment
- Female socialization
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CEOs with daughters make kinder, gentler bosses?
Henrik Cronqvist & Fang Yu
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