Triple Bottom Line Sustainability Analysis
Does Ability Replace Apathy
Bibliographic Data
| ID | 16913616 |
|---|---|
| Authors | Dan Hou (0009-0005-9491-4237, Wuhan Technology and Business University), Muhammad Kaleem Khan (0000-0001-5552-0650, Liaoning University), Rana Muhammad Ammar Zahid (0000-0002-4627-0917, RMIT Vietnam, corresponding author), Muhammad Jameel Hussain (0000-0003-2960-8864, Xi'an Jiaotong University) |
| Year | 2025 |
| Volume | 15 |
| Issue | 1 |
| Publication date | 2025-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | SAGE Open (JOURNAL) |
| Journal identifiers | ISSN: 2158-2440 • E-ISSN: 2158-2440 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/21582440251321553 |
| OpenAlex | W4407814392 |
| Language | EN |
| Citations received | 1 |
| References cited | 71 |
This study delves into the correlation existing between the managerial prowess of CEOs and the performance of sustainability initiatives, drawing insights from the upper echelon theory. Through a comprehensive triple-down analysis, we ascertain whether an augmentation in managerial capabilities expedites the adoption of practices promoting environmental, social and economic sustainability (recognized as the pillars of sustainability). Furthermore, the research delves into the impact of CEOs’ career horizons on the relationship between CEO’s managerial ability and sustainability performance. Employing a panel data methodology on a dataset encompassing Chinese publicly listed companies spanning the years 2010 to 2019, our findings reveal a positive influence of CEOs’ managerial competence on the overall sustainability endeavors of these firms. These outcomes maintain their robustness even after subjecting them to various alternative empirical examinations. The conclusions drawn from these findings substantiate the interconnection between managerial skill and sustainability performance, underscoring the discrete impacts on each facet of the sustainability pillars. The identification of the potential for fostering sustainability practices through the skillful dissemination of management skills stands as a pivotal inference with significant implications for practitioners in the field. JEL Classification: G34, M12, Q56
Apathy · Cognition · Psychiatry · Sustainability · Top-down and bottom-up design · Triple Bottom Line · Computer Science · Corporate Social Responsibility Reporting · Environmental Sustainability in Business · Innovation and Knowledge Management · Mathematics · Psychology · Ecology
Difference in degrees
Managers' Personal Values as Drivers of Corporate Social Responsibility
How CEO hubris affects corporate social (ir)responsibility
What We Know and Don’t Know About Corporate Social Responsibility
Sustainable development goals for people and planet
Are red or blue companies more likely to go green? Politics and corporate social responsibility
Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance
Envisioning sustainability three-dimensionally
The role of board gender and foreign ownership in the CSR performance of Chinese listed firms
Corporate Social Responsibility
Upper Echelons
Chief executive officer ability and corporate environmental sustainability information disclosure
| Citations per year | 1 |
|---|---|
| Citation span | 2026 - 2026 (1) |
| Highly cited | No |