This study examines the impact of CEO and board experiences on CSR performance in the Tourism and Hospitality (T&H) industry, analyzing data from 89 American firms (between 2003 and 2021) using a panel feasible generalised least squares model. Building on the Resource-Based View, this study investigates how the cross-industry experiences of the board and the CEO influence a firm's CSR-based performance. The findings indicate that board experiences, rather than CEO experiences, play a pivotal role in influencing CSR performance, challenging conventional assumptions about executive dominance in strategic decision-making. This underscores the board's critical role in shaping CSR practices within the T&H industry. By suggesting that American T&H firms may undervalue the board's influence in developing CSR-based strategies, this study contributes to the theory of strategic leadership dynamics.
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Zhang et al. (2025) studied this question.
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