This study uses Chinese A-share listed companies’ panel data from 2011 to 2020 as the research sample and constructs a fixed-effects model to explore the impacts of digital finance (DF) on corporate green innovation (GI). In particular, the impacts of three sub-dimensions of digital finance on corporate green innovation are also included. Based on the perspectives of information asymmetry and financing constraints, a mediating effect model is used to investigate the transmission mechanism. Heterogeneity analysis is also carried out to further identify the differential impact under different property rights nature, different regions, and different intensity of financial regulation and different level of investor short-sightedness. Results indicate that digital finance is helping companies achieve corporate green innovation. Compared to usage depth and digitalization level, the coverage breadth of digital finance is a major contributor. Digital finance promotes corporate green innovation by alleviating information asymmetry and easing financing constraints, and this promotional impact is greater in non-state enterprises, mid-western regions, and regions with weaker financial regulation and corporates with lower investor short-sightedness.

This study investigates the role of Corporate Social Responsibility (CSR) in shaping employee perspectives towards green initiatives and its consequent impact on environmental sustainability within the Congolese cobalt sector. The research is based on cross-sectional data analysis, with survey questionnaires administered to 398 employees across various mining companies. The study reveals a positive relationship between an employee’s mindset towards CSR and green initiatives, which subsequently leads to improved environmental sustainability outcomes. Furthermore, the research demonstrates that CSR measures moderate this relationship: when CSR practices are strong and visible (clear environmental policies, training, incentives, and resource support), they provide direction and support that strengthen the effect of employee mindset on green initiatives while when CSR practices are weak, the same mindset is less likely to lead to green initiatives. The findings offer valuable theoretical and managerial implications, particularly for organizations in sectors with considerable environmental impacts. The study reveals the necessity of aligning CSR strategies with both corporate objectives and employee attitudes to optimize their effectiveness. The study provides a robust model for future research and practical implementation.