Abstract: This study investigates the impact of the CEO-TMT interface, in terms of characteristic similarity and experience diversity, on corporate environmental strategy from the perspective of upper echelons theory. Using panel data of Chinese A-share listed manufacturing companies from 2011 to 2020, our findings reveal several key insights. First, the more similarities CEO and TMT members have in age, education level, and functional background, the more likely they are to share the same environmental values, develop mutual trust, and jointly take proactive environmental actions. Second, the more diverse CEO and TMT members are in political ties, overseas experience, and military service, the better able they are to acquire heterogeneous environmental information and resources, raise managerial attention on environmental issues, and make their company active in undertaking environmental responsibilities. Third, the positive effects of CEO-TMT characteristic similarity and experience diversity on corporate environmental strategy are more pronounced when firms face larger gaps between performance and aspiration. This research enriches the literature on the antecedents of corporate environmental strategy and top management team interface and provides implications for manufacturing firms to optimize top management team composition and implement environmental strategy.

Key words: corporate environmental strategy, CEO-TMT interface, CEO-TMT characteristic similarity, CEO-TMT experience diversity, performance-aspiration gaps