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

Xinyuan Zhang (), Daniel Badulescu and Dorin-Paul Bac
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Xinyuan Zhang: School of Economics, College of Arts, Humanities and Social Sciences, The University of Edinburgh, Edinburgh EH8 9YL, UK
Daniel Badulescu: Department of Economics and Business, University of Oradea, Str. Universitatii no. 1, 410087 Oradea, Romania
Dorin-Paul Bac: Department of Economics and Business, University of Oradea, Str. Universitatii no. 1, 410087 Oradea, Romania

Sustainability, 2025, vol. 17, issue 20, 1-33

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.

Keywords: demographics; CEO; corporate governance; environment; CSR; SDG; fsQCA; upper echelons theory (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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