Can the green experience of CEO improve ESG performance in heavy polluting companies? Evidence from China-Reference-Cited by-同舟云学术

Can the green experience of CEO improve ESG performance in heavy polluting companies? Evidence from China

Published:2024-02-18 Issue:4 Volume:45 Page:2373-2392
ISSN:0143-6570
Container-title:Managerial and Decision Economics
language:en
Short-container-title:Manage Decis Econ

Author:

Deng Mingjun¹²³^ORCID,Tang Hao⁴^ORCID,Luo Wenbing⁴^ORCID

Affiliation:

1. Big data and Intelligent Decision Research Center Hunan University of Science and Technology Xiangtan China

2. Research Center for High Quality Development of Regional Economy Hunan University of Science and Technology Xiangtan China

3. School of Medical Humanity and Information Management Hunan University of Medicine Huaihua China

4. School of Business Hunan University of Science and Technology Xiangtan China

Abstract

AbstractThis paper focuses on Chief Executive Officers (CEOs) with green experience, using data from listed companies in China's heavy pollution industry spanning from 2011 to 2021, the study explores the impact of CEO green experience on the Environmental, Social, and Corporate Governance (ESG) performance of companies. The study reveals that CEO green experiences contribute to enhancing firms' ESG performance. The research further unveils that management's green perceptions and corporate green innovations play a partial mediating role in the relationship between CEO green experiences and corporate ESG performance. Heterogeneity analysis indicates that the influence of CEO green experiences on corporate ESG performance is more pronounced in samples characterized by high environmental regulation, capital‐intensive operations, and non‐state ownership. The findings of this study enrich the theory of corporate ESG performance power mechanisms and provide theoretical references for enhancing the ESG performance of heavily polluting firms.

Funder

National Social Science Fund of China

Publisher

Wiley

Link

https://onlinelibrary.wiley.com/doi/pdf/10.1002/mde.4149

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