Purpose This study aims to investigate the impact of board social capital on corporate anti-corruption practices among Financial Times Stock Exchange 350 companies in the UK from 2006 to 2023. It also explores how board-level connections influence the adoption and disclosure of anti-corruption policies, particularly in varying organisational contexts. Design/methodology/approach Grounded in social capital theory and resource dependence theory, the study conceptualises board social capital as a strategic governance mechanism. Using panel data, a fixed effects regression model is used to assess the relationship between board social capital and anti-corruption policies. Findings The findings reveal that higher levels of board social capital are positively associated with the adoption and disclosure of anti-corruption policies. This relationship is especially pronounced in firms with smaller boards and during the introduction and decline stages of the corporate lifecycle. Regarding control variables, anti-corruption efforts are weaker in younger firms with large boards and low capital expenditures, while firm size, profitability and leverage are positively associated with disclosure of anti-corruption policies. Originality/value This study contributes to the corporate governance and environmental, social and governance literature by showing the positive role of board social capital as an enabler in shaping ethical corporate behaviour. It fills an important gap by examining how directors’ social ties influence firms’ anti-corruption policies and extends understanding of how internal board dynamics and external pressures jointly influence transparency and anti-corruption outcomes. By considering both organisational and contextual factors, it offers a more integrated view of how governance mechanisms shape ethical outcomes.
Al-Bataineh et al. (Sat,) studied this question.