Naranjo-Gil, D., Hartmann, F.G.H. and Maas, V.S. (2008) Top Management Team Heterogeneity, Strategic Change and Operational Performance. British Journal of Management, 19, 222-234.
https://doi.org/10.1111/j.1467-8551.2007.00545.x

has been cited by the following article:

• TITLE: Top Management Team Heterogeneity, Corporate Social Responsibility Disclosure and Financial Performance

  AUTHORS: Pinky Gupta

  KEYWORDS: Corporate Social Responsibility Disclosures, Firm Financial Performance, Global Reporting Initiative (GRI) G4 Guidelines, TMT Heterogeneity

  JOURNAL NAME: American Journal of Industrial and Business Management, Vol.9 No.4, April 28, 2019

  ABSTRACT: The purpose of this study is to examine the relationship between top management team (TMT) heterogeneity, corporate social responsibility disclosure (CSRD) and financial performance of banks listed in the Nepal Stock Exchange (NEPSE) by applying the conceptual framework of upper echelon theory. A sample of top 29 banks is studied from 2012 to 2017. The data is collected from their annual reports and websites. The results reveal that TMT heterogeneity and CSRD had a significant positive effect on the bank’s financial performance. CSRD plays a mediation role between TMT heterogeneity and financial performance. However, the effect of TMT gender heterogeneity on CSRD is insignificant. This study contributes to our understanding about how TMT heterogeneity affects financial performance through CSRD. This study also gives us new evidence to explore the link between TMT heterogeneity, CSRD and firm financial performance in emerging market.