The Relationship Between CEO Power and Corporate Social Responsibility Considering the Moderating Role of Political Connections

Authors

    Mojtaba Salehi Department of Accounting, Yas.C., Islamic Azad University ,Yasuj, Iran.
    Reza Khani * Department of Accounting, Fa.C., Islamic Azad University, Fasa, Iran. za.khani@iau.ac.ir
    Ali Pirzad Department of Management ,Yas.C., Islamic Azad University, Yasuj, Iran.
    Hashem Valipour Department of Accounting, Fir.C., Islamic Azad University, Firoozabad, Iran.

Keywords:

CEO power, political connections, corporate social responsibility

Abstract

The first and most fundamental factor in corporate success is having successful managers with distinctive characteristics. Companies with powerful managers are better able to overcome forthcoming crises and make better decisions under risky conditions. When companies have powerful managers, they can better fulfill their responsibilities toward individuals and society. The purpose of this study was to examine the relationship between CEO power and corporate social responsibility, considering the moderating role of political connections. The statistical population of this study included all companies listed on the Tehran Stock Exchange during the period from 2015 to 2024, from which 117 companies were selected as the sample using the systematic elimination method. To analyze the data, multivariate regression using panel data techniques was applied. The results of the study indicate that there is a significant relationship between CEO power and corporate social responsibility. Moreover, political connections can influence the relationship between CEO power and corporate social responsibility.

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References

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Published

2027-05-01

Submitted

2026-04-14

Revised

2026-06-30

Accepted

2026-07-05

Issue

Section

Articles

How to Cite

Salehi, M., Khani, R., Pirzad, A., & Valipour, H. (2027). The Relationship Between CEO Power and Corporate Social Responsibility Considering the Moderating Role of Political Connections. Journal of Management and Business Solutions, 1-16. https://journalmbs.com/index.php/jmbs/article/view/379

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