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The Impact Path of Executive Team Heterogeneity and Environmental-Social-Governance on Corporate Performance
School of Economics & Management, Shaanxi University of Science and Technology, Xi’an, China
School of Economics & Management, Shaanxi University of Science and Technology, Xi’an, China
College of Economics & Management, Northwest A&F University, Yangling, China
- 1 School of Economics & Management, Shaanxi University of Science and Technology, Xi’an, China
- 2 School of Economics & Management, Shaanxi University of Science and Technology, Xi’an, China
- 3 College of Economics & Management, Northwest A&F University, Yangling, China
Technology and Investment·Volume 14 (2023)·Pages 279–292·Published 4 September 2023·DOI10.4236/ti.2023.144017
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Abstract
Taking pharmaceutical manufacturing companies listed in Shanghai and Shenzhen A-share in 2021 as a sample, this paper explores the synergistic effects and driven paths of ESG and five dimensions of executive team heterogeneity on corporate performance by applying fuzzy-set Qualitative Comparative Analysis (fsQCA). This paper finds that: 1) A single factor is not necessary to drive corporate performance, and there is asymmetry in the impact of each antecedent condition on corporate performance; 2) There are three dr iven paths for high corporate performance: ESG-driven path, social interaction-driven path, and team conflict-driven path.
KeywordsESGExecutive Team HeterogeneityCorporate PerformanceFuzzy Set Qualitative Comparative Analysis
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