CEO Attributes and Sustainable Development Goals: Employing a Configurational Approach Under Stakeholder Pressure

This research investigates the factors influencing organizational participation in Sustainable Development Goals (SDGs), specifically examining the role of Chief Executive Officer (CEO) attributes and the moderating influence of stakeholder pressure. Utilizing fuzzy-set Quantitative Comparative Analysis (fsQCA) on a dataset of 220 Chinese firms, this study identifies that high SDG engagement arises from multiple, equally effective configurations of CEO characteristics (age, education, experience, CEOs in family and non-family firms, digital and financial literacy) and shareholder pressure as a moderator. Our research shows three distinct configurational paths towards participation in SDGs. Young–Skilled–Pressured (Path A): Younger, highly educated CEOs with strong financial and digital literacy, operating under significant stakeholder pressure, are more likely to participate in SDGs. Older–Experienced–Family–Pressured (Path B): Older, experienced family CEOs, supported by at least one form of literacy (financial or digital), and facing strong stakeholder pressure, tend to participate in SDGs. Professionalized Non-Family (Path C): Highly educated CEOs in non-family firms with robust financial and digital literacy, who are also under strong stakeholder pressure as moderators, participate in SDGs. Crucially, strong pressure from external stakeholders is found to be a near-constant prerequisite (quasi-necessary condition) for achieving high SDG participation. This study contributes to Upper Echelons Theory by demonstrating the conjunctural nature of CEO attributes in impacting strategic outcomes. It also reinforces Stakeholder Pressure Theory by confirming its critical and moderating role in driving sustainable practices. Practically, the findings suggest that boards should strategically design leadership teams and foster robust stakeholder engagement, as this external pressure is nearly always required to enhance SDG participation.

Authors

Institutions

Publication Details

Journal
Sustainability
Published
2025-10-21
DOI
https://doi.org/10.3390/su17209329
Primary Topic
Family Business Performance and Succession
Type
article
Field-Weighted Citation Impact
0.00
Controls
|||
ALL TIME
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
article

CEO Attributes and Sustainable Development Goals: Employing a Configurational Approach Under Stakeholder Pressure

X Zhang, Daniel Bădulescu, Dorin Bâc
Sustainability
Family Business Performance and Succession
article

CEO Attributes and Sustainable Development Goals: Employing a Configurational Approach Under Stakeholder Pressure

X Zhang, Daniel Bădulescu, Dorin Bâc
article en

Abstract

This research investigates the factors influencing organizational participation in Sustainable Development Goals (SDGs), specifically examining the role of Chief Executive Officer (CEO) attributes and the moderating influence of stakeholder pressure. Utilizing fuzzy-set Quantitative Comparative Analysis (fsQCA) on a dataset of 220 Chinese firms, this study identifies that high SDG engagement arises from multiple, equally effective configurations of CEO characteristics (age, education, experience, CEOs in family and non-family firms, digital and financial literacy) and shareholder pressure as a moderator. Our research shows three distinct configurational paths towards participation in SDGs. Young–Skilled–Pressured (Path A): Younger, highly educated CEOs with strong financial and digital literacy, operating under significant stakeholder pressure, are more likely to participate in SDGs. Older–Experienced–Family–Pressured (Path B): Older, experienced family CEOs, supported by at least one form of literacy (financial or digital), and facing strong stakeholder pressure, tend to participate in SDGs. Professionalized Non-Family (Path C): Highly educated CEOs in non-family firms with robust financial and digital literacy, who are also under strong stakeholder pressure as moderators, participate in SDGs. Crucially, strong pressure from external stakeholders is found to be a near-constant prerequisite (quasi-necessary condition) for achieving high SDG participation. This study contributes to Upper Echelons Theory by demonstrating the conjunctural nature of CEO attributes in impacting strategic outcomes. It also reinforces Stakeholder Pressure Theory by confirming its critical and moderating role in driving sustainable practices. Practically, the findings suggest that boards should strategically design leadership teams and foster robust stakeholder engagement, as this external pressure is nearly always required to enhance SDG participation.

SustainabilityVol. 17(20)
University of Oradea (RO), University of Edinburgh (GB)
Openalex Percentile: Top 65%
Family Business Performance and Succession
AI Navigator

Ask Laika to Summarize, Analyze, and Connect papers live on the map.

Summarize Papers & Methodologies

Extract key findings, datasets, and comparative methods across publications.

Benchmark Rankings & Visual Analytics

Rank top research institutions, authors, funders, topics, and journals by Field-Weighted Citation Impact (FWCI) and paper volume with instant charts.

Connect Distant Disciplines

Bridge topological clusters on the map to find hidden collaborative intersections.