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Governance networks, family control and Indian CSR performance
Based on organizational legitimacy literature where boards are viewed as providing a valuable social referents, we theorize about the proactive role of CSR-focused director networks (where a firm’s directors are linked to other firms with superior levels of CSR engagement) in communicating CSR expertise among a sample of the largest Indian firms over 2006-2012 . We find that these networks are associated with higher CSR in focal firms. We also find that this effect is higher in family controlled firms, which are expected to value CSR more highly because CSR is a source of socio-emotional wealth for the controlling family.