The Impact of Corporate Green Culture on Carbon Risk:Evidence from China's A-Share Listed Companies (2010-2022)

doi:10.13438/j.cnki.jdxb.2026.02.013

Abstract

Abstract: As an informal institutional vehicle within enterprises,green culture reshapes the paradigm of corporate carbon risk management through value embedding and strategic synergy.Responding to the national strategic imperative of the "Dual Carbon" goals,this study integrates corporate green culture and carbon risk management into a unified theoretical framework.Based on a sample of China's A-share listed companies from 2010 to 2022,we examine the mechanism through which corporate green culture influences carbon risk and the moderating role of supply chain resilience.The results indicate:First,corporate green culture significantly reduces both carbon business risk and carbon regulatory risk,thereby lowering overall corporate carbon risk.This suggests that building a green culture system plays a crucial role in carbon risk governance.Second,supply chain resilience positively moderates the effect of green culture on carbon risk,with both supply chain resistance and recovery capacity strengthening the carbon risk mitigation effect of green culture.Third,factors such as executives' environmental awareness,whether the enterprise is located in a low-carbon pilot city,the level of government green auditing,and industry characteristics further amplify the above effects.The study reveals the underlying mechanisms and contextual factors through which corporate green culture reduces carbon risk,contributing to the literature on the environmental governance effects of green culture and providing micro-level evidence and practical insights for corporate carbon risk mitigation.

Key words: enterprise, green culture, carbon risk, supply chain resilience, cognitive-behavioral theory, carbon business risk, carbon regulatory risk

WANG Dayun. The Impact of Corporate Green Culture on Carbon Risk:Evidence from China's A-Share Listed Companies (2010-2022)[J]. Journal of Jishou University(Social Sciences Edition), 2026, 47(2): 116-127.

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