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Civil society increasingly holds focal companies accountable for ensuring socially and environmentally sustainable production standards among their supply base. These standards entail increased levels of complexity to be addressed by appropriately designed tools, such as the Voting Analytic Hierarchy Process (VAHP) proposed by Liu and Hai (2005). This method of multi-criteria group decision making structures decision criteria in a hierarchical fashion as per Saaty's Analytic Hierarchy Process (AHP) and employs data envelopment analysis (DEA) for deriving criteria weights from the ordinal preferences of the group members. Compared to AHP, the method permits a simpler application in a group decision context. However, its theoretical underpinnings have been questioned in the literature. This specifically concerns (i) the requirement of a strong convex order for the importance weights of ordinal rank gradations, and (ii) the choice of discrimination threshold for consecutive rank weights in the underlying DEA model. We propose a revised VAHP method that overcomes both issues (i) and (ii) by pursuing a game-theoretic approach to elicitation of criteria weights-so as to remove subjectivity from rank discrimination. We illustrate the application of the method on a real-world problem of sustainable supplier selection. We contribute to theory by proposing a more robust VAHP tool that helps supply chain and purchasing managers selecting suppliers based on a comprehensive set of criteria spanning all three sustainability dimensions (economic, environmental, and social), while coping with parsimonious input by group decisionmakers.

Purpose The purpose of this paper is to explore how operations decision-making may keep the growing firms within the boundaries of corporate and societal sustainability. Design/methodology/approach The authors classify operations decisions during growth periods according to the three dimensions of the triple bottom line (economic, social and environmental). By means of a longitudinal case study of a family-owned wood construction firm that is in a process of intense growth, the authors identify, visually represent and analyse the complex sequences of selected managerial operations decisions. Findings The empirical data suggest that operations decisions made by managers during growth periods follow specific patterns. From the analysis, the authors derive various research propositions that investigate how a well-understood and therefore efficient and effective decision-making process can facilitate sustainable business growth. Research limitations/implications The findings offer opportunities for future studies to zoom in on specific parts of the decision-making process during growth periods. Moreover, given the exploratory nature of this study, future research should test hypotheses derived from the research propositions. Practical implications This study investigates operations decision-making during growth, which is crucial for guiding companies through this complex transition phase. Originality/value This conceptual and empirical analysis explores new theory and contributes to the vastly under-researched subject of sustainable business growth.