Board Power Hierarchy, Corporate Mission, and Green Performance

Abstract

Green governance is the only way to build a community for humankind with a shared future. Existing research has concentrated more on the macro level rather than the micro level of green governance—the power hierarchy of the governance subjects and its influence on decision-making and the implementation of green governance. The board of directors is the main green governance body, and the consciousness and conducts of the green governance of board members are determined by corporate mission. As a result, we explored the mechanism of the impact of board power hierarchy on green governance performance through the influence of green governance conduct. To interpret this mechanism, we introduced relational contract theory and conducted an empirical analysis. The results show that board power hierarchy negatively affects green governance conduct. Corporate mission restrains the board power hierarchy’s negative influence on green governance conduct, showing that board power structure has a significantly positive effect on green governance performance through the mediator of green governance conduct. Therefore, the positive role of corporate mission is identified.

The Culture for Open Innovation Dynamics

“…First is a paper that analyzes how the direction of mobility and the human assets of mobile engineers affect joint knowledge creation after merger and acquisition(M&A), and it shows the entrepreneurship leading culture for open innovation dynamics in Figure 3 through dynamics from open innovation to evolutionary change. The themes include the integration of universities and business in the digital age and the M&A case of Samsung [99][100][101].…”

Does TMT internationalization promote corporate digital transformation? A study based on the cognitive process mechanism

“…We adopt the method of Dong et al (2019) to measure corporate mission. Specifically, we construct 9 dimensions of corporate mission: the dimensions are customers, product and service, market, technology, growth goals, corporate philosophy, core competitiveness, public image and employees.…”

Corporate governance hierarchies and the performance of commercial banks in Cameroon

“…Despite the existence of studies assessing the effectiveness of corporate governance mechanisms in banks, no one in our knowledge has assessed the hierarchy of effectiveness in corporate governance mechanisms of banking institutions. Thus, to define the concept of hierarchical effectiveness of corporate governance mechanisms, we adopted the organizational hierarchical theory which states that the concept of hierarchy has two major functions in the organization that are to establish organizational order and promote internal coordination (Dong et al, 2019), while effectiveness relates to achieving the missions of the organization through the task assigned to each corporate governance mechanism in the bank. Therefore, as far as this study is concerned, the hierarchical effectiveness of corporate governance mechanisms in banks refers to the organizational order or rank of corporate mechanisms that can enable commercial banks to attain the missions assigned to them under the umbrella of internal or external corporate governance mechanisms.…”

“…The two perspectives from which this subject has been tackled are organizational hierarchy theory and organizational effectiveness. The first approach considers corporate governance mechanisms as elements with hierarchical powers that provide hierarchical missions within the firm (Dong et al, 2019). This is often described as vertical hierarchy with constituents comprising the general assembly of shareholders, the board of directors, the committees, and the top management.…”