The influence of sustainability performance management practices on organisational sustainability performance
Author(s)
Gadenne, David
Mia, Lokman
Sands, John
Winata, Lanita
Hooi, George
Griffith University Author(s)
Year published
2012
Metadata
Show full item recordAbstract
Purpose - 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 ...
View more >Purpose - 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.
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View more >Purpose - 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.
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Journal Title
Journal of Accounting & Organizational Change
Volume
8
Issue
2
Subject
Accounting, auditing and accountability
Management accounting