Do interaction and education moderate top management team age heterogeneity and corporate social responsibility?

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Yawei Liu
M. Awais Gulzar
Zhaoguo Zhang
Qingxiang Yang
Cite this article:  Liu, Y., Gulzar, M., Zhang, Z., & Yang, Q. (2018). Do interaction and education moderate top management team age heterogeneity and corporate social responsibility?. Social Behavior and Personality: An international journal, 46(12), 2063-2080.


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Using Chinese listed firms’ data from 2008 to 2012, we explored, on the basis of upper echelons theory, whether and how top management team (TMT) age heterogeneity affects corporate social responsibility (CSR) and if TMT interaction and TMT education moderate this relationship. Results revealed an inverted U-shaped relationship between TMT age heterogeneity and CSR, in which TMT interaction played a moderating role; however, TMT education did not moderate the relationship. These results are helpful and significant for the understanding of CSR strategy, and for the improvement of human resource management.

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