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1. Introduction
There is growing attention in the literature to the improvements stakeholder-oriented boards may bring to corporate environmental social and governance performance (Shaukat et al., 2016). The corporate board of directors may manage their social and environmental responsibilities by the inception of a specific corporate social responsibility (CSR) (sustainability or environmental) committee to oversight such aspects (Rodrigue et al., 2013; Spitzeck, 2009). CSR committees were introduced as a more pluralistic sustainability governance mechanism to replace the commitment of the chief executive officer/Chairman to CSR issues as a single corporate sustainability governance form (Spitzeck, 2009). In the UK, Mackenzie (2007) showed that half of the largest 20 UK companies established a CSR committee, with none having a CSR committee two decades ago. Prior research concentrated on the effect of CSR committee existence on CSR disclosures and performance. However, intentions of forming CSR committees in firms is questionable. As Hart (1995) posits, corporations may engage in proactive approaches resulting in building substantial capabilities or reactive approach by simply aligning their compliance to the legislative stance without changing much of their behaviours. Based on Hart’s latter argument, companies may form CSR committees to portray positive CSR performance, without any substantial changes undertaken (i.e. symbolic). In contrast, Shaukat et al. (2016, p. 575) assert that CSR committees can also constitute a real commitment of board-level human resources and organizational structures, that enable effective planning and oversight in this area, thus contributing to better CSR performance. Additionally, Homroy and Slechten (2019) emphasize that the board of directors are very likely to engage in the firm’s sustainability-related policies as such issues are becoming more strategic today. Thereby, assisting management in the formulation of the CSR strategy and ensuring proper implementation of CSR practices to achieve better performance (Mackenzie, 2007; Shaukat et al., 2016). Similarly, Ricart et al. (2005) posit that a key responsibility of CSR committees is to advise the board of directors on the appropriate sustainable development policies and reviewing such policies. In fact, Mackenzie (2007) found that all but one of the CSR committees in the largest UK companies explicitly mentioned that establishing CSR policies and standards is a key role in their inception. Nevertheless, the conflicting views on the firm’s intentions from the...