This thesis aimed to study whether the socioeconomic background of organizational leaders matters for their management-relevant attitudes. The empirical findings presented in the last chapter provide robust support that the socioeconomic background of organizational leaders matters. This chapter concludes the dissertation by discussing the reported findings in four steps. First, the reported empirical findings are discussed against the backdrop of extant knowledge. The empirical findings clearly indicate that management scholars should no longer leave the socioeconomic background of their research subjects aside. However, more work remains to be done if we are to fully comprehend to which extent the social origin of organizational leaders does matter for organizations.
KeywordsCorporate Social Responsibility Corporate Governance Social Distance Socioeconomic Background Organizational Leader
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