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Keywords = CEO overseas experience

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15 pages, 251 KiB  
Article
A Study of the Impact of ESG on Total Factor Productivity in a Dual-Carbon Context—Based on the Moderating Role of CEOs’ Overseas Experience
by Runan Shen
Sustainability 2024, 16(13), 5676; https://doi.org/10.3390/su16135676 - 3 Jul 2024
Cited by 5 | Viewed by 2411
Abstract
With the proposal of “peak carbon and carbon neutrality”, the attention given to sustainable development has been increasing both at home and abroad. Starting from the background of “dual-carbon”, this paper empirically analyzes the relationship between corporate ESG performance and total factor productivity [...] Read more.
With the proposal of “peak carbon and carbon neutrality”, the attention given to sustainable development has been increasing both at home and abroad. Starting from the background of “dual-carbon”, this paper empirically analyzes the relationship between corporate ESG performance and total factor productivity through a fixed-effect model using the data of A-share listed companies in China from 2011 to 2021, and introduces the CEOs’ overseas experience as a moderator variable (the CEOs’ overseas experience is binary, and CEO performance is irrelevant) to analyze the mechanism of the impact of ESG performance on total factor productivity. The study found that good ESG performance of enterprises can significantly promote the improvement of total factor productivity, and CEOs’ overseas experience can positively regulate the promotion effect of ESG performance on enterprises’ total factor productivity. The conclusions of this paper provide theoretical support and practical references for guiding enterprises to practice ESG concepts, improving total factor productivity, realizing comprehensive green transformation, and upgrading and promoting high-quality economic and social development, as well as high-level construction of the ecological environment. Full article
16 pages, 556 KiB  
Article
The Impact of Top Management Team Characteristics on the Risk Taking of Chinese Private Construction Enterprises
by Yunhua Zhang, Chen Cao, Jiaxing Gu and Harish Garg
Systems 2023, 11(2), 67; https://doi.org/10.3390/systems11020067 - 28 Jan 2023
Cited by 17 | Viewed by 2864
Abstract
Private construction businesses have grown quickly, greatly boosting China’s economic growth; nonetheless, these businesses suffer tremendous developmental uncertainty, particularly when compared to larger state-owned businesses. The traits of the top management team (TMT) may have a direct impact on how risk-taking and decision-making [...] Read more.
Private construction businesses have grown quickly, greatly boosting China’s economic growth; nonetheless, these businesses suffer tremendous developmental uncertainty, particularly when compared to larger state-owned businesses. The traits of the top management team (TMT) may have a direct impact on how risk-taking and decision-making behaviors are exhibited by businesses, according to earlier studies. The majority of private construction companies in China are family businesses with family members making up the majority of their top executives. As a result, these companies are vulnerable to family centralization, which will definitely boost their risk-taking level. This study used a sample of private listed companies in China’s construction industry from 2009 to 2019 to explore the impact of CEO traits on the risk-taking degree of enterprises. The findings show that a higher percentage of top female managers and a higher average rate of TMT member both lower the level of risk taking in private construction businesses. The level of risk taking, however, is positively impacted by the top management’s higher average education level. The average tenure and overseas experience of TMTs and the degree of risk taking in private construction enterprises are not significantly correlated. Additionally, the degree of risk taking in private construction firms can vary depending on the qualities of the senior management team. Full article
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24 pages, 349 KiB  
Article
Effects of CEO Overseas Experience on Corporate Social Responsibility: Evidence from Chinese Manufacturing Listed Companies
by Zhaocheng Xu and Jingchuan Hou
Sustainability 2021, 13(10), 5335; https://doi.org/10.3390/su13105335 - 11 May 2021
Cited by 32 | Viewed by 7324
Abstract
With increasing economic globalization, CEOs with overseas study or work experience play a crucial role in corporate strategic decision making, especially in emerging economies. Using Chinese manufacturing companies publicly listed on the Shanghai or Shenzhen Stock Exchanges, we explore the influence of CEO [...] Read more.
With increasing economic globalization, CEOs with overseas study or work experience play a crucial role in corporate strategic decision making, especially in emerging economies. Using Chinese manufacturing companies publicly listed on the Shanghai or Shenzhen Stock Exchanges, we explore the influence of CEO overseas experience on corporate social responsibility (CSR), based on the upper echelons theory and behavioral theory of the firm. We find that CEOs with overseas experience have a stronger CSR thinking concept and are more inclined to fulfill CSR than CEOs without overseas experience. We also analyze the effects of the organization’s external environment (market competition intensity) and internal resources (organizational slack resources) on this relationship, and find that all of these factors can strengthen the relationship. We find that the effect of CEO overseas study experience is stronger than that of overseas work experience; CEOs with overseas experience from developed countries such as Europe and the United States have a stronger effect on CSR; CEO overseas experience leads to better performance in state-owned enterprises; but when the CEO is also the chairman of the board, the effect of CEO overseas experience on CSR is weaker; female CEOs’ overseas experience has a stronger positive effect on CSR than male CEOs’; and the effect of CEO overseas experience on CSR is greater when the CEO is highly educated. Full article
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