Purpose With increasing attention to sustainability in port operations, the purpose of this paper is to analyze the role of sustainability practice (SP) as a moderator on the relationships between competitiveness and performance in port operations. Design/methodology/approach To explore the specific route of SPs in managing competitiveness and performance, this study adopted the hierarchical moderated regression analysis. Additionally, to analyze the difference in the level of implementation of SP, alternative subgroup analysis was conducted via independent sample t-tests in SPSS 21. Findings Research results have shown the role of SPs in achieving outstanding port activities, which significantly moderates the relationship between competitiveness, particularly for operational efficiency and service quality, and performance. Research limitations/implications As this study is based on cross-sectional data, it does not tap any temporal attitude change, which would require a longitudinal approach. The authors contribute to filling a void between what is achievable and how sustainable practice contributes to managing competitiveness and performance, based on commercial port operations. Practical implications Results provide useful insights to establish the strategies to develop sustainable port operations and a strategic agenda to assist ports to incorporate SP. Originality/value Drawing on multiple theories, this study advances the role of SP by shedding new light on how it improves operational sustainability through strengthening the relationships between competitiveness and performance.

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