ESG and Firm Performance: A Configuration Perspective

ABSTRACT As global concerns over environmental protection and carbon reduction intensify, firms face growing pressure to improve environmental, social, and governance (ESG) performance to maintain legitimacy. Although the ESG‐performance relationship has been widely studied, prior work has focused on net effects, overlooking its resource interdependencies. Drawing on the resource‐based view (RBV), this study applies qualitative comparative analysis (QCA) and constructs ESG scores using machine learning techniques. The results show that high ESG is associated with high firm performance, particularly when coupled with high independent directors and R&D investment. Notably, we identify a complementary relationship between ESG and sales growth, underscoring the interdependence of financial and non‐financial reputations. Pillar‐level analyses underscore the predominant roles of the social and governance dimensions in influencing performance. Finally, heterogeneity analyses further demonstrate that the positive ESG‐performance association occurs more in firms with superior green innovation, companies in sectors with lower market competition, and those in regions without the Carbon Emissions Trading Scheme. Our findings help reconcile previous conflicting findings and provide valuable guidance for sustainable practices.