How does CEO tenure affect corporate social and environmental disclosures in China? Moderating role of information intermediaries and independent board.

The present study provides empirical evidence on how chief executive officer (CEO) tenure influences the corporate social and environmental disclosures (CS&ED) of all listed non-financial Chinese firms from 2008 to 2016. We used fixed-effect panel data regression model to test our hypothesis. The findings show a negative impact of CEO tenure on CS&ED. Our study provides evidence that CS&ED increases in the early service tenure of CEOs than in their later service periods, as the early increase followed by a decline indicates the presence of non-linear inverted U-shaped association between CEO tenure and disclosure practices. In further analyses, we find that the negative effect of CEO tenure on CS&ED is more pronounced for the firms having a larger number of information intermediaries and independent directors, such as higher level of institutional ownership, analyst's coverage, and more independent directors in a firm. We found the stronger and robust outcomes after controlling the endogeneity problem. In conclusion, this study can be useful for policymakers to link CS&ED with firm economic practices to attain sustainable development goals. Moreover, CS&ED implementation can be an effective means for the managers to mitigate career-concerns.

The impact of CEO tenure on corporate social and environmental performance: an emerging country's analysis.

This paper analyzes the extent to which CEO (chief executive officer) tenure affects the corporate social and environmental performance of all nonfinancial Chinese firms listed in Shanghai and Shenzhen stock exchanges during 2009-2015. The study uses a fixed-effect panel regression model by considering the overtime data across the firms. 2SLS regression model then is used to control the problem of endogeneity. The study confirms the negative effect (8.8%) of the increase in CEO tenure on the corporate social and environmental performance. The findings also explain that the corporate social and environmental performance of CEOs increases significantly in the initial years of service than in their later years. The study concludes that an inverse relationship between CEO tenure and corporate social and environmental performance is more pronounced with a higher percentage of independent directors, where CEOs have longer anticipated employment tenure and firms under state control, consistent with the signalling explanation of career concern and career horizon effect. Finally, the impact of CEO tenure on corporate social and environmental performance has become stronger in recent years.

CEO Tenure, CEO Compensation, Corporate Social and Environmental Performance in China: The Moderating Role of Coastal and Non-coastal Areas.

This study uncovers a new finding on the impact of CEO tenure on corporate social and environmental performance (CS&EP) in coastal and non-coastal areas of China using fixed-effect panel data regression models. The Two-Stage Least Squares instrumental panel regression is used to validate the veracity of the empirical results. To this end, we extract data from all non-financial Chinese listed firms for the period of 2009 to 2015. By applying the multivariant framework, the findings of the study exhibit a negative and significant effect of CEO tenure on CS&EP. Moreover, this study shows that firms with head offices in coastal areas of China tend to weaken the negative impact of CEO tenure on CS&EP, indicating that CS&EP is more focused in coastal areas of China than non-coastal ones. The findings suggest that the increase in CEOs' CS&EP in the early years of their service tenure tends to increase their compensation packages. This study is useful for policymakers to link CS&EP with firm economic practices to attain sustainable development objectives.