Scientific Bulletin of Mukachevo State University. Series “Economics”

Vol. 11, No. 4, 2024 27.12.2024 open access Open access

The impact of corporate governance and share capital structure on corporate social responsibility

Arta Hoti Arifaj, Ilir Rexhepi, Blerta Haliti Baruti

DOI https://doi.org/10.52566/msu-econ4.2024.68 Pages 68 –80 Views 1,925 Views

Abstract

The relevance of the study was driven by the importance of effective corporate governance for the implementation of corporate social responsibility, which is critical for ensuring business sustainability in the context of globalization and adaptation to European standards. How effectively companies implement management practices determines their ability to respond to social challenges and maintain investor confidence. The purpose of the study was to investigate the key aspects of the impact of corporate governance and shareholder capital structure on corporate social responsibility in the Western Balkans, including Kosovo, given the special challenges of transition economies and international support. The research methodology included a quantitative empirical analysis based on a structured survey among companies in various sectors of the Kosovo economy, which allowed assessing governance practices and corporate social responsibility. In addition, econometric methods were used to identify the impact of board independence and capital concentration on corporate social responsibility. The main results of the study indicated a significant positive impact of board independence on companies’ social investments, in particular, due to increased management transparency and reduced risks of corruption. It was found that companies with a distributed shareholding structure tend to engage in long-term social projects, while companies with high ownership concentration are more likely to focus on shortterm initiatives. International partners, including the European Bank for Reconstruction and Development and the International Finance Corporation, play a pivotal role in ensuring transparent management standards, supporting Kosovo’s integration into the global economic system. The study also showed that banks and energy companies in Kosovo are actively implementing environmental standards as an integral part of their corporate social responsibility strategies. The findings confirm the importance of balanced corporate governance and international support for the long-term sustainability of companies in the region

Keywords

social investment; sustainable development; long-term projects; independent directors; investors; business strategies

References

[1] Andreu-Guerrero, R., & Rienda-Garcia, L. (2023). Asset-light strategies and Spanish hotel chains’ internationalisation: The moderating effect of family involvement in the firm. Journal of Tourism Analysis, 30(1), 1-27. doi: 10.53596/jta.v30i1.410.

[2] Ariyo, G.K. (2023). Corporate governance and corporate social responsibility: Good practices and prospects. Texila International Journal of Management, 9(2), 87-99. doi: 10.21522/tijmg.2015.09.02.art008.

[3] Boubaker, S., & Nguyen, D.K. (2014). Corporate governance in emerging markets: Theories, practices and cases. Heidelberg: Springer. doi: 10.1007/978-3-642-44955-0.

[4] Carter, D.A., Simkins, B.J., & Simpson, W.G. (2003). Corporate governance, board diversity, and firm value. Financial Review, 38(1), 33-53. doi: 10.1111/1540-6288.00034.

[5] Cezarino, L.O., Liboni, L.B., Hunter, T., Pacheco, L.M., & Martins, F.P. (2022). Corporate social responsibility in emerging markets: Opportunities and challenges for sustainability integration. Journal of Cleaner Production, 362, article number 132224. doi: 10.1016/j.jclepro.2022.132224.

[6] Chang, W., Yin, S., Yu, M., Teymurova, V., & Balabeyova, N. (2023). Impact of innovation on Corporate Social Responsibility: Evidence from China. Economic Analysis and Policy, 78, 1185-1194. doi: 10.1016/j.eap.2023.04.018.

[7] Dallas, G., & Pitt-Watson, D. (2016). Corporate governance policy in the European Union. Retrieved from https://ec.europa.eu/newsroom/just/redirection/document/45773.

[8] Dinh, T., Husmann, A., & Melloni, G. (2022). Corporate sustainability reporting in Europe: A scoping review. Accounting in Europe, 20(1), 1-29. doi: 10.1080/17449480.2022.2149345.

[9] Dovgal, O., Potryvaieva, N., Bilichenko, O., Kuzoma, V., & Borko, T. (2024). Agricultural sector circular economy development: Agroecological approach. Ekonomika APK, 31(4), 10-22. doi: 10.32317/ekon.apk/4.2024.10.

[10] Elezaj, E., Morina, D., & Draga, E. (2019). The impact of corporate social responsibility, In the society interest “Kosovo case.” Knowledge International Journal, 34(1), 249-254. doi: 10.35120/kij34010249e.

[11] García‐Sánchez, I., & García‐Meca, E. (2018). Do talented managers invest more efficiently? The moderating role of corporate governance mechanisms. Corporate Governance an International Review, 26(4), 238-254. doi: 10.1111/corg.12233.

[12] Giving Kosovo. (2023). Report on the state of philanthropy short-term vs. long-term giving. Retrieved from https://givingbalkans.org/sites/default/files/Giving%20Kosovo%202023%20-%20Short%20Term%20vs.%20Long%20Term%20-%20ENG%20%282%29.pdf.

[13] Harford, J., Mansi, S.A., & Maxwell, W.F. (2007). Corporate governance and firm cash holdings in the US. Journal of Financial Economics, 87(3), 535-555. doi: 10.1016/j.jfineco.2007.04.002.

[14] Ibrahim, I., Makaryanawati, M., & Juliardi, D. (2023). Corporate social responsibility and firm financial performance: The mediating role of firm innovation. International Journal of Business, Law, and Education, 4(2), 766-781. doi: 10.56442/ijble.v4i2.243.

[15] Jetullahu, I. (2020). Corporate social responsibility – introducing a new model for improving the financial performance of large enterprises: The case of Kosovo. Retrieved from https://typeset.io/pdf/corporate-social-responsibility-introducing-a-new-model-for-2yzgxwiyzd.pdf.

[16] Kalyuzhna, N., Smutchak, Z., Chorna, N., Chornyi, R., Baldyniuk, O., & Chuba, R. (2024). Toolkit for multi-vector adaptation and development of corporate culture of international companies. Lecture Notes in Networks and Systems, 927, 501-514. doi: 10.1007/978-3-031-54009-7_45.

[17] Kartallozi, I., & Xhemajli, V. (2017). The rise of future leaders: Social entrepreneurship in Kosovo. Retrieved from https://helvetas-ks.org/eye/file/repository/The_Rise_of_Future_Leaders_SE_in_Kosovo_Final.pdf.

[18] Khan, I., Jia, M., Lei, X., Niu, R., Khan, J., & Tong, Z. (2022). Corporate social responsibility and firm performance. Total Quality Management & Business Excellence, 34(5-6), 672-691. doi: 10.1080/14783363.2022.2092467.

[19] Kosovo – project “Green Country for the Future”. (2020). Retrieved from https://kk.rks-gov.net/fushekosove/sr/kosovo-projekat-zelenje-zemlje-za-buducnost-grenland/.

[20] Kosovo Energy Corporation. (2024). Retrieved from http://kek-energy.com/kek/en/profile-of-kek/.

[21] Kryukova, I., Zamlynskyi, V., & Vlasenko, T. (2023). Architecture of corporate reporting on the sustainable development of business entities in the agrarian sector as a tool of sustainable agri-management. Ekonomika APK, 30(2), 38-48. doi: 10.32317/2221-1055.202302038.

[22] Ktit, M., & Khalaf, B.A. (2024). Corporate governance, corporate social responsibility, and dividends in Europe. Corporate Ownership & Control, 21(1), 39-46. doi: 10.22495/cocv21i1art4.

[23] Kyfyak, V., Kindzerskyi, V., Todoriuk, S., Klevchik, L., & Luste, O. (2024). The role of economics and management in the development of sustainable business models of agricultural enterprises. Scientific Horizons, 27(6), 152-162. doi: 10.48077/scihor6.2024.152.

[24] Lagotyuk, V. (2023). Personnel development strategy as a way to ensure enterprise competitiveness. Scientific Bulletin of Mukachevo State University. Series “Economics”, 10(3), 41-48. doi: 10.52566/msu-econ3.2023.41.

[25] Lazaj, A., Teta, J., & Xhafka, E. (2024). Economic growth and foreign direct investment in Balkans. Economics of Development, 23(3), 8-17. doi: 10.57111/econ/3.2024.08.

[26] Levkov, N., & Palamidovska-Sterjadovska, N. (2019). Corporate social responsibility communication in Western Balkans banking industry: A comparative studyManagement Research and Practice, 11(3), 17-30.

[27] Michelon, G., Rodrigue, M., & Trevisan, E. (2019). The marketization of a social movement: Activists, shareholders and CSR disclosure. Accounting Organizations and Society, 80, article number 101074. doi: 10.1016/j.aos.2019.101074.

[28] Murtezaj, I.M., Rexhepi, B.R., Dauti, B., & Xhafa, H. (2024). Mitigating economic losses and prospects for the development of the energy sector in the Republic of Kosovo. Economics of Development, 23(3), 82-92. doi: 10.57111/econ/3.2024.82.

[29] Nawaz, T. (2017). Exploring the nexus between human capital, corporate governance and performance: Evidence from Islamic banks. Journal of Business Ethics, 157(2), 567-587. doi: 10.1007/s10551-017-3694-0.

[30] Nicolás-Salas, A.B., & Lorente, Á.R.M. (2024). The influence of quality management standards on customer satisfaction in hotels: An exploratory study. Journal of Tourism Analysis, 31(1), 34-68. doi: 10.53596/bz36g655.

[31] Ntim, C.G., & Soobaroyen, T. (2013). Corporate governance and performance in socially responsible corporations: New empirical insights from a neo‐institutional framework. Corporate Governance an International Review, 21(5), 468-494. doi: 10.1111/corg.12026.

[32] Ponomarenko, V., & Pysarchuk, O. (2024). Peculiarities of the impact of learning losses on the formation of human capital in Ukraine under martial law. Economics of Development, 23(1), 38-52. doi: 10.57111/econ/1.2024.38.

[33] Ponomarenko, V., Gontareva, I., & Dorokhov, O. (2014). Statistical testing of key effectiveness indicators of the companies (Case for Ukraine in 2012)Ikonomicheski Izsledvania, 23(4), 108-124.

[34] Post and Telecom of Kosovo (PTK). (2024). Retrieved from https://balkaninsight.com/tag/post-and-telecoms-of-kosovo-ptk/.

[35] ProCredit Bank. (2024). Retrieved from https://procreditbank.com.ua/en/sp-opening-of-accounts.

[36] Pucheta‐Martínez, M.C., & Gallego‐Álvarez, I. (2018). An international approach of the relationship between board attributes and the disclosure of corporate social responsibility issues. Corporate Social Responsibility and Environmental Management, 26(3), 612-627. doi: 10.1002/csr.1707.

[37] Raiffeisen Bank Kosovo. (2024). Retrieved from https://www.raiffeisen-kosovo.com/en/about-us.html.

[38] Rao, K.K., & Tilt, C. (2020). Gender and CSR decisions: Perspectives from Australian boards. Meditari Accountancy Research, 29(1), 60-85. doi: 10.1108/medar-11-2019-0609.

[39] Rappai, S.A. (2024). Manufacturing new opportunities in the Western Balkans. Retrieved from https://www.ifc.org/en/stories/2024/manufacturing-new-opportunities-western-balkans.

[40] Setyaningsih, S., Widjojo, R., & Kelle, P. (2024). Challenges and opportunities in sustainability reporting: A focus on small and medium enterprises (SMEs). Cogent Business & Management, 11(1), article number 2298215. doi: 10.1080/23311975.2023.2298215.

[41] Shahrour, M.H. (2024). Editorial: Emerging trends and global practices – charting the future of corporate governance. Journal of Governance & Regulation, 13(3), 4-5. doi: 10.22495/jgrv13i3editorial.

[42] Shaukat, A., Qiu, Y., & Trojanowski, G. (2015). Board attributes, corporate social responsibility strategy, and corporate environmental and social performance. Journal of Business Ethics, 135(3), 569-585. doi: 10.1007/s10551-014-2460-9.

[43] Tafolli, F., & Grabner-Kräuter, S. (2020). Employee perceptions of corporate social responsibility and organizational corruption: Empirical evidence from Kosovo. Corporate Governance, 20(7), 1349-1370. doi: 10.1108/cg-07-2020-0274.

[44] Telekom Srbija. (2024). Retrieved from https://telekomsrbija.com/about-us/.

[45] United Nations Development Programme. (2023). The status of the implementation of the UNGPs on business and human rights in Europe and Central Asia. Retrieved from https://www.undp.org/sites/g/files/zskgke326/files/2023-03/The%20Status%20of%20the%20Implementation%20of%20the%20UNGPs%20on%20Business%20and%20Human%20Rights%20in%20Europe%20and%20Central%20Asia_0.pdf.

[46] Velte, P. (2019). Does board composition influence CSR reporting? A meta-analysis. Corporate Ownership and Control, 16(2), 48-59. doi: 10.22495/cocv16i2art5.

[47] World Bank. (2022). Republic of Kosovo: Systematic country diagnostic update. Retrieved from https://documents1.worldbank.org/curated/en/561501651087302481/pdf/Kosovo-Systematic-Country-Diagnostic-Update.pdf.

[48] Yatsiv, I., Pavlenchyk, N., Pavlenchyk, A., Krupa, V., & Yatsiv, S. (2024). Basic principles of corporate social responsibility management under martial law. Scientific Bulletin of Mukachevo State University. Series “Economics”, 11(1), 103-113. doi: 10.52566/msu-econ1.2024.103.

[49] Zahid, R.A., Taran, A., Khan, M.K., & Simga-Mugan, C. (2023). The effect of ownership composition on corporate financial performance in the European frontier markets. Baltic Journal of Management, 18(2), 242-261. doi: 10.1108/bjm-12-2021-0457.

Suggested citation

Arifaj, A.H., Rexhepi, I., & Baruti, B.H. (2024). The impact of corporate governance and share capital structure on corporate social responsibility. Scientific Bulletin of Mukachevo State University. Series “Economics”, 11(4), 68-80. https://doi.org/10.52566/msu-econ4.2024.68