Author(s)

Peng Liu ¹, Yang Liu ²

Affiliation(s)

¹ School of Accounting, Guizhou University of Finance and Economics, Guiyang, 550025, China
² Western Michigan Institute, Guizhou University of Finance and Economics, Guiyang, 550025, China

Corresponding Author

Yang Liu

ABSTRACT

This study utilized the data of Chinese A-share listed companies from 2009 to 2022 to explore the impact of the experiences of chief executive officers (CEOs) during the Great Famine on their corporate social responsibility (CSR) performance. The research results indicated that there was a negative correlation between the CSR performance of enterprises and the experiences of CEOs during the Great Famine. That is, these CEOs exhibited higher levels of insecurity and resource control awareness, prioritizing immediate interests. Therefore, they tended to make short-term investments, which might be inconsistent with socially beneficial activities, resulting in poor CSR performance of the enterprises, thereby reinforcing the self-centered motives of the CEOs. These conclusions remained robust after a series of rigorous tests.

KEYWORDS

CEO's the Great famine experience, Corporate Social Responsibility, PTSD, Huhuanyong Line, Ownership Concentration, Financing Constraints, Innovation Investments, Short-termism

CITE THIS PAPER

Peng Liu, Yang Liu, The Experience of the Great Famine and Corporate Social Responsibility Performance. Accounting, Auditing and Finance (2025) Vol. 6: 8-15. DOI: http://dx.doi.org/10.23977/accaf.2025.060202.

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