Journal
CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT
Volume 28, Issue 1, Pages 457-473Publisher
WILEY
DOI: 10.1002/csr.2061
Keywords
Chinese firms; cognitive and hierarchical CEO; corporate environmental responsibility; innovative strategy; sustainability
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Funding
- National Social Science Fund of China [18BGL129]
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This study examined the impact of cognitive CEO, hierarchical CEO, and innovative strategies on corporate environmental responsibility. It found that cognitive CEOs are more likely to be active promoters of corporate environmental responsibility.
The objective of the study is to contemplate the effectiveness of cognitive CEO, hierarchical CEO, and innovative strategies on corporate environmental responsibility. Remarkably, the theoretical contribution has been revitalized while signifying the stakeholder theory perspective, which enunciates on the significance of corporate environmental responsibility. For empirical analysis, the data have been collected from the 1,070 listed Chinese firms for the year 2015-2019. The contributable concept of cognitive CEO has been formulated through CEO tenure, education, goodwill, and attainment of tacit knowledge while employing the DAE statistical technique. Hierarchical CEO and its three categorizations have been formulated by analyzing listed companies' profiles. Meanwhile, corporate environmental responsibility has been formulated, signifying the nine environmental attributes. It has been examined that innovative strategies boost corporate environmental responsibility, but its intensity is weak. Specifically, empirical underpinnings also envisage the cognitive CEO as compared to hierarchical CEO or medium hierarchical CEO, the vigorous promoter of corporate environmental responsibility.
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