Extensive research has documented how corporate social responsibility (CSR) outcomes are determined by CEOs' intrinsic characteristics, while their social network status has been under-researched. Building on impression management theory and resource-based theory, the current study analyzes the association between CSR activities and top management's position in the social hierarchy, i.e., network centrality. The heterogeneous effects across different restaurant and CSR types are examined based on stakeholder theory. Using a panel dataset of publicly traded U.S. restaurant companies and a novel dataset of CEO network centrality, we find that firms with highly connected CEOs are involved in more socially responsible activities. In addition, the marginal effect of network centrality on CSR is stronger for fast-food than for full-service restaurants and more prominent for external than internal stakeholder subcategories. The results advance the determinant analysis of CSR and provide managerial implications for CEO selection and policy suggestions on CSR promotion.

广泛的研究记录了企业社会责任（CSR）的结果如何由CEO的内在特征决定，而对他们的社会网络地位却没有进行充分的研究。基于印象管理理论和基于资源的理论，当前的研究分析了企业社会责任活动与高层管理者在社会等级即网络中心性中的位置之间的关联。基于利益相关者理论，考察了不同餐厅和企业社会责任类型之间的异质性影响。通过使用美国上市餐厅公司的面板数据集和首席执行官网络中心度的新数据集，我们发现首席执行官之间联系紧密的公司参与了更具社会责任感的活动。此外，对于快餐店来说，网络中心对企业社会责任的边际影响要比全方位服务的餐馆要强，而外部利益相关者对内部利益相关者的影响要大得多。研究结果推动了企业社会责任的决定因素分析，并为首席执行官的选择和企业社会责任促进政策建议提供了管理上的启示。