75 years of lessons learned: chief executive officer values and corporate social responsibility

Abstract

Purpose The purpose of this paper is to explore how chief executive officer values and ethics have been translated into what we now term corporate social responsibility in a stakeholder view of the firm. Design/methodology/approach To fulfill this purpose, the reflections of early business scholars on top management's impact on corporate social responsibility are examined and linked to more contemporary views. Findings In response to stakeholder expectations of corporate social responsibility it is the chief executive officer's values and ethics, moderated by managerial discretion, that frame the firm's actions and ethics. Practical implications The aspiring executive may evaluate the ethics of industries and firms against his or her own values to identify zones of greatest synergy, while the firm's executive search process can consider including an assessment of the fit of candidates' personal values. Originality/value This paper builds on the works of early management scholars to specifically link contemporary corporate social responsibility decision making with executive values.

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