Purpose: The aim of this study was to review 85 archival studies on the impact of corporate governance on subpillars of corporate social performance and reporting.
Design/methodology/approach: Relying on a stakeholder agency-theoretical framework, this structured literature review includes board characteristics, CEO attributes, and ownership structure as corporate governance. Moreover, major subpillars of social reporting and performance (employee, customer & supplier, human rights & resources, product & services, and communities) were focused.
Findings: Board (gender) diversity and (long-term) institutional ownership were dominant in this literature review. While many studies on related corporate governance factors found inconclusive results, there were indications that board gender diversity, board experience and expertise, and long-term institutional ownership are positively related to social performance.
Originality/value: Since prior research is mainly limited to overall CSR dimensions or environmental issues, this study represents the first literature review on the impact of corporate governance on social performance and reporting. In view of the increased stakeholder and regulatory pressure on social outcomes and quantification challenges, we stress the need to focus on the social pillar of CSR with this literature review. It stresses key research gaps and recommendations for future research. Because corporate governance and corporate social efforts have many interrelations, researchers should conduct empirical quantitative studies on social subpillars, such as employee satisfaction. Effective corporate governance can positively impact corporate social transformation in line with stakeholder preferences.