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<p>Does the experience of famine in early life influence top executives’ decisions on corporate social responsibility (CSR) practices? This paper addresses this question from the perspective of collectivism imprinting. Based on imprinting theory, we propose that early-life adversity experiences can reinforce the collectivist tendencies in CEOs. During such experience, individuals develop a heightened awareness of collective interdependence and social empathy, which subsequently fosters stronger engagement in CSR. We further examine how two forms of cultural exposure—the clan value during early life and foreign exposure in adulthood—moderate this relationship. Specifically, the strong clan value may narrow the scope of prosocial concern and weaken the formation of collectivist imprints, whereas later-life foreign exposure may reinforce their persistence by reactivating collectivist identity through cultural contrast. Using data from 3758 firm-year observations of Chinese public firms, we find empirical support for these hypotheses. Our research offers new insights into how CEO imprinting influence CSR. Managerial implications for corporate governance, strategic leadership, and policy intervention are also discussed.</p>

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Collectivist imprinting from early-life adversity: how CEOs’ famine experience shapes CSR under cultural contingencies

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年4月28日

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  • Yuanyuan Hu,
  • Huiyang Dai,
  • Lun Li

摘要

Does the experience of famine in early life influence top executives’ decisions on corporate social responsibility (CSR) practices? This paper addresses this question from the perspective of collectivism imprinting. Based on imprinting theory, we propose that early-life adversity experiences can reinforce the collectivist tendencies in CEOs. During such experience, individuals develop a heightened awareness of collective interdependence and social empathy, which subsequently fosters stronger engagement in CSR. We further examine how two forms of cultural exposure—the clan value during early life and foreign exposure in adulthood—moderate this relationship. Specifically, the strong clan value may narrow the scope of prosocial concern and weaken the formation of collectivist imprints, whereas later-life foreign exposure may reinforce their persistence by reactivating collectivist identity through cultural contrast. Using data from 3758 firm-year observations of Chinese public firms, we find empirical support for these hypotheses. Our research offers new insights into how CEO imprinting influence CSR. Managerial implications for corporate governance, strategic leadership, and policy intervention are also discussed.