Generalist Versus Specialist CEOs and the Scope of Corporate Social Responsibility

This study explored how the nature of CEOs’ human capital affects the scope of their firms’ corporate social responsibility initiatives. By integrating upper echelons theory with the attention-based view of the firm, the analyses showed that generalist CEOs with a broader range of knowledge and skills tend to aim their firms’ corporate social responsibility efforts toward a broader range of responsibility domains than do specialist CEOs with a narrower range of knowledge and skills. The difference is weaker when a firm’s board has a sustainability committee or when industry peers are active in a broad range of corporate social responsibility domains. These findings are supported by data on S&P 1500 firms spanning 2000 to 2018.