Can Cognitive Chief Executive Officers Revitalize Social and Environmental Performance? Assessing the Relation Under the Aegis of Innovation, the Moderating Role of Supervisors and Cash Holdings

The objective of the study is to demonstrate how cognitive chief executive officers (CEOs) influence corporate social and environmental performance under the moderating impact of innovation, supervisors and cash holdings. Significantly, we have formulated cognitive CEOs using data envelope analysis while considering the specific attributes of the incumbent CEO (by considering the age, tenure, goodwill, education and tacit knowledge of CEOs). The research approach aims to elucidate that cognitive CEOs strongly invigorate social and environmental performance. However, the moderating role of corporate innovation weakens this connection, whereas the moderating role of supervisors invigorates this relationship. In contrast, cash hoarding deters social and environmental performance through its moderating effectiveness. Conclusively, theoretical contribution illuminates the stakeholder theory frame of reference while emphasizing the identification of corporate social and environmental performance. Specifically, the role of cognitive CEOs has been signified as a promoter of such strategies, which indicate their orientation toward social responsibility. Empirical underpinnings illustrate the impact of corporate innovation, supervisors and cash holdings, which asymmetrically influence social and environmental performance. The recommendations of the research results refer to the characterization of the optimal attributes of cognitive CEOs that are essential to enhance social and environmental performance.