Triple Bottom Line Sustainability Analysis: Does Ability Replace Apathy?

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.