Abstract
ABSTRACTWhile theory and research indicate that top management team (TMT) attributes play a crucial role in shaping responsible practices, how and when TMT faultlines affect environmental, social, and governance (ESG) performance remains an open question. This study aims to fill this research gap by integrating social categorization theory with the faultline literature. Using a sample of Chinese listed firms over a 12‐year period, our findings indicate that TMT faultlines can significantly inhibit ESG performance, and managerial myopia is the primary channel through which the negative effect operates. In addition, our study reveals that negative attainment discrepancy significantly amplifies the inhibitory effect of TMT faultlines on ESG performance. Intriguingly, this inhibitory effect is mitigated in firms with strong Confucian culture. Our study also reveals variations in the impact of TMT faultlines on ESG performance concerning the type of faultlines and the level of industry competition. These findings not only contribute to the literature on TMT faultlines and upper echelons but also provide valuable guidance for managers in adeptly navigating the dynamics of TMT composition.
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