The Effect of Non-Actual Controllers on Corporate Green Governance Performance

With sustainable development becoming a global strategic priority, advancing corporate green governance is now pivotal for driving the systemic shift toward a green economic model. This research examines how non-actual controllers shape corporate green governance performance through a systemic lens. The results indicate that non-actual controllers exert a substantial negative impact on the performance of corporate green governance. Mechanism analysis demonstrates that non-actual controllers suppress green governance performance by reducing corporate environmental investment, increasing green agency costs, and weakening corporate social responsibility. Additionally, the inhibitory effect is found to be more pronounced in non-state-owned enterprises, companies with a lower proportion of institutional investors, firms with weaker external audit quality, and those operating under higher levels of environmental uncertainty. The results offer practical pathways for enhancing corporate green governance and deliver informed strategies for performance optimization.