The corporate social responsiveness orientation of hospital directors: Does occupational background make a difference?

Nabil A. Ibrahim, John P. Angelidis, Donald P. Howard

    Research output: Contribution to journalArticle

    14 Scopus citations

    Abstract

    The results of a survey of 184 directors from 15 hospitals are analyzed to determine their corporate social responsiveness orientation. They indicate that board members whose occupational background is not in health care exhibit greater concern for economic performance and the legal component of corporate responsibility than their counterparts whose occupational background is in health care. No significant differences between the two groups were observed with respect to the ethical and discretionary dimensions of corporate social responsibility. Some explanations as well as limited generalizations and implications are developed.

    Original languageEnglish (US)
    Pages (from-to)85-92
    Number of pages8
    JournalHealth Care Management Review
    Volume25
    Issue number2
    DOIs
    StatePublished - Jan 1 2000

    Keywords

    • Hospital directors
    • Occupational background
    • Social responsibility

    ASJC Scopus subject areas

    • Leadership and Management
    • Health Policy
    • Strategy and Management

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