How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence from California Hospitals

17 Pages Posted: 17 Nov 2012 Last revised: 10 Aug 2014

See all articles by Ge Bai

Ge Bai

Johns Hopkins University - Carey Business School

Date Written: November 16, 2012

Abstract

This study investigates how board size and occupational background of directors differentially influence social performance in for-profit and non-profit organizations. Using data from California hospitals, we develop a quantitative measure of social performance and provide the following empirical evidence. First, board size is negatively (positively) associated with social performance in for-profit (non-profit) hospitals. Second, the presence of government officials on the board is negatively (positively) related to social performance in for-profit (non-profit) hospitals. Third, representation of physicians on the board is positively associated with social performance in for-profit hospitals, whereas their presence is not significantly related to social performance in non-profit hospitals. Our findings highlight the different effects of governance mechanisms on social performance in for-profit and non-profit organizations.

Keywords: Board size, Governance, Occupational background, Ownership, Social performance

Suggested Citation

Bai, Ge, How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence from California Hospitals (November 16, 2012). Journal of Business Ethics, Vol. 118 (1), p. 171-187. , Available at SSRN: https://ssrn.com/abstract=2176990

Ge Bai (Contact Author)

Johns Hopkins University - Carey Business School ( email )

100 International Drive
Baltimore, MD 21202
United States

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