Is Identification All the Same? The Differential Effects of CEO and CFO Organizational Identification on Corporate Philanthropy

Yuehua Xu, Wei Shi, Xin Qin, Junsheng Zhang, Xiaojian Tang

Research output: Contribution to journalArticlepeer-review

Abstract

By integrating role theory and social identity theory, this study examines the differential effects of organizational identification of the chief executive officer (CEO) and the chief financial officer (CFO) on corporate philanthropy. We argue that CEO organizational identification can positively affect corporate philanthropy, whereas the opposite holds for CFO organizational identification. This is because the CEO and the CFO have varying attitudes about corporate philanthropy owing to their different role expectations; thus, those who identify strongly with their organizations would act for the best interests of the firm. Moreover, because the beliefs of top executives are probably influenced by those of other executives, we further explore the interaction between the CEO and the CFO. We propose that the positive influence of CEO organizational identification on corporate philanthropy will be weakened by CFO organizational identification, and the moderating effect of CFO organizational identification will become stronger when the CEO and the CFO have opposite genders or when the CFO has ownership. From a sample of 880 publicly traded firms in China, we found support for our hypotheses. Our study can contribute to the corporate philanthropy literature and research on executive organizational identification by highlighting the importance of executive roles and their interactions.

Original languageEnglish (US)
JournalManagement and Organization Review
DOIs
StateAccepted/In press - 2021
Externally publishedYes

Keywords

  • CEO
  • CFO
  • corporate philanthropy
  • executive roles
  • organizational identification

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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