Lin Han

The role of CEO affects in influencing corporate ESG performance is underexplored, despite the growing importance of ESG factors in modern business strategy. Previous literature suggests that CEO emotions can impact corporate decisions, but the specific relationship between CEO affects and ESG outcomes remains unclear. Using panel data from 35,078 firm-year observations spanning from 2010 to 2022, we examine the nonlinear relationship between CEO positive and negative affects and corporate ESG performance. Our results reveal that CEO positive affects exhibit an inverted U-shaped relationship with ESG performance, where moderate positive affects enhance ESG outcomes, while excessive positivity undermines them. Additionally, we find that CEO negative affects are negatively correlated with ESG performance. Media pressure moderates these relationships, amplifying the negative effects of negative affects and mitigating the impact of extreme positive affects on ESG performance. This investigation contributes significantly to our understanding of how CEO affects impact ESG performance and provides guidance for achieving sustainable development objectives.

Project citizenship behavior has an important positive impact on project success. Researching how to promote PCB is an important issue in project management. Based on social learning theory and social cognitive theory, this paper adopted the method of questionnaire survey and hierarchical linear model to analyze the collected data derived from the sample of Chinese construction enterprises and verified this hypothesis. The results show that responsible leadership has a significant positive effect on PCB, moral identity mediates this relationship, and collective moral sensitivity positively moderates this mediating effect. The findings of the study systematically and deeply reveal the intrinsic mechanism of the cross-level influence of responsible leadership on PCB, and provide new enlightenment for the practice of project management.

Background Individual physicians and physician-associated factors may influence patients’/surrogates’ autonomous decision-making, thus influencing the practice of do-not-resuscitate orders. The objective of this study was to examine the influence of individual attending physicians on signing a DNR order. Methods This study was conducted in closed model, surgical intensive care units in a university-affiliated teaching hospital located in Northern Taiwan. The medical records of patients, admitted to the surgical intensive care units for the first time between June 1, 2011 and December 31, 2013 were reviewed and data collected. We used Kaplan–Meier survival curves with log-rank test and multivariate Cox proportional hazards models to compare the time from surgical intensive care unit admission to do-not-resuscitate orders written for patients for each individual physician. The outcome variable was the time from surgical ICU admission to signing a DNR order. Results We found that each individual attending physician’s likelihood of signing do-not-resuscitate orders for their patients was significantly different from each other. Some attending physicians were more likely to write do-not-resuscitate orders for their patients, and other attending physicians were less likely to do so. Conclusion Our study reported that individual attending physicians had influence on patients’/surrogates’ do-not-resuscitate decision-making. Future studies may be focused on examining the reasons associated with the difference of each individual physician in the likelihood of signing a do-not-resuscitate order.