Scholarlink

<p>This study conducts an empirical examination of the effect of executives’ military experience on the environmental, social, and governance (ESG) performance of Chinese listed manufacturing firms over the period 2014–2023. Particular attention is given to variations across executive positions and the duration of military service. The results indicate that executives with military backgrounds typically possess attributes such as patriotism, commitment, and long-term strategic orientation. These imprinted characteristics exert a persistent influence on cognitive frameworks and managerial behavior, thereby contributing to superior ESG outcomes. Sub-sample analyses focusing on heavily polluting industries and the defense sector reveal a more pronounced effect, underscoring the contextual salience of military experience. To mitigate concerns of endogeneity, a propensity score matching approach is employed, and the findings remain robust. This evidence lends empirical support to imprint theory and upper echelons theory, demonstrating that the distinct experiential imprints of executives significantly shape corporate ESG practices and their recognition of broader social responsibilities.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

The military imprint: military experience and ESG performance in Chinese enterprises

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年11月17日

查看全文
  • Ruichao Yu,
  • Ling Zhou,
  • Xinyi Wu,
  • Yingyue Tang

摘要

This study conducts an empirical examination of the effect of executives’ military experience on the environmental, social, and governance (ESG) performance of Chinese listed manufacturing firms over the period 2014–2023. Particular attention is given to variations across executive positions and the duration of military service. The results indicate that executives with military backgrounds typically possess attributes such as patriotism, commitment, and long-term strategic orientation. These imprinted characteristics exert a persistent influence on cognitive frameworks and managerial behavior, thereby contributing to superior ESG outcomes. Sub-sample analyses focusing on heavily polluting industries and the defense sector reveal a more pronounced effect, underscoring the contextual salience of military experience. To mitigate concerns of endogeneity, a propensity score matching approach is employed, and the findings remain robust. This evidence lends empirical support to imprint theory and upper echelons theory, demonstrating that the distinct experiential imprints of executives significantly shape corporate ESG practices and their recognition of broader social responsibilities.