Sustainable Governance: Board Sustainability Experience and the Interplay with Board Age for Firm Sustainability

Abstract

The growing emphasis on sustainability in the business landscape has prompted scholars and industry practitioners to explore the role of corporate governance, particularly the board of directors, in promoting corporate sustainability. Companies are called upon to operate ethically and to redefine their objectives beyond mere economic pursuits to create social impacts that contribute to sustainability challenges. Corporate governance plays a key role in this regard, as it defines the purpose and ethical orientation of the firm, thereby shaping its sustainability. While previous research has primarily focused on observable board characteristics, this study delves into a critical yet underexplored aspect of sustainable boards, i.e., the sustainability experience. Drawing on the upper echelon and resource dependency theories, our research examines how the sustainability experience of board members influences a firm’s sustainability performance, investigating the moderating effect of board age. We analyzed European listed companies from 2014 to 2020, and our findings show that the effect of board sustainability experience on firm performance is contingent on board age. Specifically, our results show that younger boards amplify the positive effect of sustainability experience, while for older boards, this effect diminishes, up to the point of being completely mitigated, highlighting a potential misalignment between sustainability efforts and ethical business conduct. This study is pioneering in investigating the joint effects of board sustainability experience and board age on a firm’s sustainability, thus, providing valuable contributions to theory and practical recommendations for firms in director recruitment, as well as recommendations for regulatory practices.