Lille Économie Management

• Propose a model to assess efficiency with endogenous material flow coefficients. • We show how to estimate the proposed model and apply it to study pollution cost. • Illustrate the methodology on 33 OECD and BRICS countries from 2001 to 2019. • We provide interesting insights on available options to scale down CO2 emissions. Departing from traditional approaches that treat carbon dioxide ( CO2 ) emissions as a bad output, therefore relying on the weak disposability assumption, this paper considers CO2 emissions as a cost to minimise, thus preserving the materials balance condition. In particular, we extend the pollution cost approach (Coelli et al., 2007) by evaluating peer countries on their carbon intensity per total energy consumption, in addition to their energy use. The proposed methodology is then applied to estimate the extent to which a selection of 33 OECD and BRICS countries can reduce their CO2 emissions, given their gross domestic products and populations over the 2001–2019 period. Our results indicate that the period mean reduction potential for CO2 emissions of 60 % (i.e. an efficiency level of 40 %) can be decomposed into a 33 % reduction in energy intensity and a 40 % decrease in the carbon intensity of energy (i.e. efficiencies of 67 % and 60 %, respectively).

ABSTRACT This study investigates whether digital technology adoption can drive both sustainable financial performance and enhanced corporate energy efficiency, which has received limited attention in previous research. Grounded in dynamic capability theory and upper echelons theory, and utilizing a two‐way fixed‐effects regression model, this study analyzes panel data from publicly listed Chinese firms from 2010 to 2022. We assess the “win–win” potential of digital technology adoption on financial and energy outcomes, with a focus on the moderating role of chief digital officers. The results demonstrate that digital technology adoption generates concurrent gains in financial sustainability and energy efficiency, and that the presence of a chief digital officer substantially strengthens these effects. Robustness and endogeneity assessments support these findings. We further identify financing constraints and green technological innovation as mediating channels through which digital technology adoption promotes dual improvements in financial and energy outcomes. Heterogeneity tests indicate stronger effects among larger firms, non‐heavy polluting enterprises, and firms located in central regions of China. These findings highlight the strategic value of digital technology in advancing financial sustainability and corporate energy efficiency, promoting broader corporate commitment to digital transformation.

Abstract Studies on corporate social responsibility (CSR) decoupling—the gap between CSR strategy and its implementation—have predominantly focused on macro‐ and organizational‐level causes, with less attention paid to its impact on internal actors. To explore how organizational members respond to CSR decoupling, this study focused on middle managers (MMs) whose primary responsibility is to integrate CSR strategies into daily operations. We experimentally tested how different types of CSR decoupling influence MMs’ emotions, behaviour and cognition. Our findings showed that while MMs evaluate all types of CSR decoupling as equally negative, they are more likely to address it when it stems from their peers. However, when CSR decoupling stems from top managers, MMs are likely to resign from their organizations due to the ensuing emotional toll. CSR decoupling from external stakeholders (i.e. customers) encourages MMs to procrastinate on action. To add depth to our examination, we conducted 23 interviews, finding that expectations of influence and exposure distress explain MMs’ varying response patterns. Our conceptual model of middle‐managerial responses contributes to the literature by unpacking how and why MMs respond differently to this phenomenon and complements the relational approach to CSR implementation by integrating intraindividual drivers of behaviour into the analysis.