Table 1 Descriptive Statistics
From: Can returnee managers promote CSR performance? Evidence from China
Variables | N | Mean | Std. | Median | Min | P25 | P75 | Max |
|---|---|---|---|---|---|---|---|---|
Panel A: Variables of CSR | ||||||||
  CSR_Score | 9519 | 27.505 | 18.680 | 21.390 | −13.570 | 16.610 | 30.180 | 85.770 |
  CSR_Rate | 9519 | 2.311 | 0.686 | 2.000 | 1.000 | 2.000 | 2.000 | 5.000 |
  RKS_Score | 2414 | 36.136 | 12.165 | 33.090 | 11.690 | 28.000 | 40.440 | 87.950 |
  RKS_Rate | 2391 | 6.406 | 2.973 | 5.000 | 1.000 | 4.000 | 8.000 | 18.000 |
Panel B: Variables of returnee managers | ||||||||
  Returnee (0/1) | 9519 | 0.123 | 0.329 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Returnee number | 9519 | 0.176 | 0.586 | 0.000 | 0.000 | 0.000 | 0.000 | 10.000 |
  Returnee work | 9519 | 0.050 | 0.218 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Returnee study | 9519 | 0.106 | 0.307 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Returnee developed (0/1) | 9519 | 0.122 | 0.328 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Returnee number developed | 9519 | 0.172 | 0.574 | 0.000 | 0.000 | 0.000 | 0.000 | 10.000 |
Panel C: Other variables | ||||||||
  State control (0/1) | 9519 | 0.032 | 0.176 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Board independence | 9519 | 0.366 | 0.043 | 0.333 | 0.125 | 0.333 | 0.400 | 0.444 |
  Power balance | 9519 | 5.446 | 7.530 | 2.360 | 0.398 | 1.174 | 6.017 | 37.377 |
  Duality (0/1) | 9519 | 0.214 | 0.410 | 0.000 | 0.000 | 0.000 | 0.000 | 1.000 |
  Managerial ownership | 9519 | 0.083 | 0.163 | 0.000 | 0.000 | 0.000 | 0.045 | 0.519 |
  Institutional ownership | 9519 | 0.245 | 0.229 | 0.192 | 0.000 | 0.009 | 0.456 | 0.618 |
  Firm age | 9519 | 14.626 | 5.296 | 15.000 | 1.000 | 11.000 | 19.000 | 34.000 |
  Size | 9519 | 21.721 | 1.093 | 21.661 | 18.724 | 20.976 | 22.468 | 23.602 |
  ROA | 9519 | 0.041 | 0.065 | 0.041 | −0.389 | 0.015 | 0.075 | 0.135 |
  Leverage | 9519 | 0.424 | 0.222 | 0.421 | 0.028 | 0.246 | 0.600 | 0.830 |