The influence of sustainability performance management practices on organisational sustainability performance

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the relationship between organisations' sustainability performance management practices and sustainability performance. Design/methodology/approach -Data for the study were collected from 314 medium to large organisations operating in Australia. A mailed printed questionnaire was used to collect the data. Personal interviews with 20 senior executives were conducted to pilot test and refine the questionnaire. Findings -The results indicate the organisations apply eight sustainability performance management practices (SPMPs) to improve seven different sustainability performance indicators (SPIs). Each of the eight SPMPs is positively associated with at least one or more SPIs. The paper finds that customer value, new product development and information capital performance indicators are each associated with a single SPMP, while the other four performance indicators (environmental, employee value, social responsibility, and financial performance) are each associated with multiple SPMPs. Overall, the results indicate that increasing the level of an organisation's focus on its individual SPMPs is positively associated with its better performance under one or more SPIs. Originality/value -This study provides empirical evidence concerning which SPMPs are positively associated with particular SPIs. A framework of the identified SPMPs and SPIs is developed with a view towards promoting future research and practical applications to foster organisational sustainability performance.

Integrating Sustainability in Organisations: An Activity-Based Sustainability Model

“…There are four CS factors: (1) stakeholder engagement [65,66]; (2) sustainability management and the sustainable performance of the organisation; (3) internal contextual factors, derived from strategic sustainability integration plans [67]; and (4) internal contextual factors, such as legislation and the natural environment [68]. The four sustainable elements are as follows:…”

“…Therefore, they must be associated with a sustainable value chain (SVC) [33], include good practices in collaboration with suppliers [70], and consider the information from the operations performed in the organisation [71] (such as green purchasing [72], eco-design [73], or the use of quality management and environmental management systems [74,75]). (3) Offerings refer to innovation [66] and reduced environmental burden [76] in the sale of products and services.…”

Performance measure of eco-process innovation: insights from a literature review

“…This is due to the complex nature of evaluating the social performance such as healthcare, safety, workers' satisfaction etcetera, and therefore in need of attention from scholars to develop an appropriate assessment method ( [37]). It is noted that only [38], [12] and [39] carried out studies on evaluating the social performance of eco-process innovation practice. In their survey, [38] investigated the relationship between organisations' sustainability performance management practices and sustainability performance (economic, environmental, and social aspect).…”

“…It is noted that only [38], [12] and [39] carried out studies on evaluating the social performance of eco-process innovation practice. In their survey, [38] investigated the relationship between organisations' sustainability performance management practices and sustainability performance (economic, environmental, and social aspect). Whereas [12] study focuses on the influence of green manufacturing and ecoinnovation on firm economic, environmental, and social performance.…”

Introducing Sustainability in Value Models to Support Design Decision Making: A Systematic Review

“…The Sustainability Performance Indicators (SPI) [114][115] and the Integrated Scorecard [116], are examples of how the classical Balanced Scorecard (BSC) formulation can be modified to integrate the three pillars of sustainability in enterprise performance management practices [117]. The thematic analysis on SBSC architectures conducted by Hansen and Schaltegger [118] finds also that sustainability-oriented modifications of the BSC can be mapped with a typology of generic SBSC architectures.…”