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We have discussed why we form relationships, what attracts us to others, and different types of love. But what determines whether we are satisfied with and stay in a relationship? One theory that provides an explanation is social exchange theory. According to social exchange theory, we act as naïve economists in keeping a tally of the ratio of costs and benefits of forming and maintaining a relationship with others (Rusbult & Van Lange, 2003).
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Does CEO social capital affect corporate ESG performance?

Wenyi Wu1, Zhaoping Tian1, Guangzhi Wang1

  • 1Zhe Jiang Guangsha Vocational And Technical University Of Construction, Jinhua, Zhejiang, China.

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|November 5, 2024
PubMed
Summary
This summary is machine-generated.

This study reveals a negative link between Chief Executive Officer (CEO) social capital and corporate Environment, Social, and Governance (ESG) performance. Market activity and CEO duality positively moderate this relationship, with effects varying in state-owned and large enterprises.

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Area of Science:

  • Business and Management
  • Corporate Governance
  • Social Responsibility

Background:

  • CEO social capital is increasingly recognized for its influence on corporate strategy.
  • Understanding the nexus between leadership attributes and ESG performance is crucial for sustainable business practices.
  • Existing literature offers mixed findings on the impact of CEO characteristics on ESG outcomes.

Purpose of the Study:

  • To empirically investigate the relationship between CEO social capital and corporate ESG performance.
  • To examine the moderating roles of market trading activity and CEO duality.
  • To explore variations in this relationship across different enterprise types (state-owned vs. private, large vs. small).

Main Methods:

  • Empirical analysis using a sample of A-share listed companies in Shanghai and Shenzhen.
  • Longitudinal data spanning from 2010 to 2020.
  • Regression analysis to assess correlations and moderating effects.

Main Results:

  • A significant negative correlation was found between CEO social capital and corporate ESG performance.
  • Market trading activity and CEO duality positively moderate the relationship.
  • The negative effect of CEO social capital on ESG performance is more pronounced in state-owned and large-scale enterprises.
  • ESG practices were found to potentially reduce corporate value in the short term.

Conclusions:

  • CEO social capital may not directly translate into improved ESG performance and could even hinder it.
  • Corporate governance mechanisms like market trading and CEO duality can influence this dynamic.
  • Findings suggest a complex interplay between leadership, governance, and sustainability, with implications for shareholder value.