This study examines the impact of the Chief Executive Officer (CEO)’s interlocking, created through serving on other companies’ audit committees and/or boards, on corporate social responsibility (CSR) performance of the focal company (interlocked CEO’s company) and that of its linked companies. We find that CEO interlocking positively affects CSR performance of both the focal company and its linked companies. Further analysis shows that interlocks created by the CEO enhance CSR performance and in turn the financial performance of both the focal company and its linked companies. Our findings are robust to a battery of analyses, including Heckman’s (1979) selection bias correction, propensity score matching (PSM), alternative measures of CSR performance, and CEO interlocks. These findings are important to regulators, company management teams, and other stakeholders with an interest in how the social ties of CEOs influence companies’ CSR performance and in the CSR–financial performance nexus.

本研究考察了首席执行官 (CEO) 通过在其他公司的审计委员会和/或董事会任职而产生的连锁对核心公司（连锁 CEO 的公司）的企业社会责任 (CSR) 绩效的影响，以及其关联公司。我们发现 CEO 联锁对焦点公司及其关联公司的 CSR 绩效产生积极影响。进一步的分析表明，CEO 创造的联锁提高了企业社会责任绩效，进而提高了焦点公司及其关联公司的财务绩效。我们的发现对一系列分析是稳健的，包括 Heckman (1979) 的选择偏差校正、倾向评分匹配 (PSM)、CSR 绩效的替代措施和 CEO 互锁。这些发现对监管机构、公司管理团队、