Corporate sustainability performance improvement using an interrelationship hierarchical model approach

Abstract

This study: (i) contributes to screening less important corporate sustainability attributes, (ii) proposes an interrelationship and hierarchical model based on the focal firm in the electronic industry's approach, and (iii) compares the performance and importance levels to identify performance improvement attributes. Prior studies neglected performance improvement with interrelationships and hierarchical structure analytical models built on multi‐attributes. Hence, this study proposes to integrate exploratory factor analysis to eliminate less important attributes, adopts a fuzzy synthetic method to address the hierarchical model, and the fuzzy synthetic and the decision‐making trial and evaluation laboratory methods to trace the attributes' importance and performance levels. The importance and performance level discrepancies indicated improvement. The social image, corporate culture and stakeholder management led to economic activities. The results indicate that top management support and manager attitude and behaviour are the drivers of corporate sustainability performance improvement.

Strategic leadership and sustainability performance of small and medium enterprises

“…(ii) The findings reveal that the return on investment of Small and Medium Enterprise depends on the appropriateness of its leadership practices in accordance with Tseng (2018).…”

Intellectual Capital Performance of the Textile Industry in Emerging Markets: A Comparison with China and South Korea

“…Sustainability has long been a popular topic of discussion in academia [11][12][13][14]. Business sustainability is related to sustainable development, corporate social responsibility (CSR), and corporate citizenship [15].…”

The adoption of environmentally sustainable supply chain management: Measuring the relative effectiveness of hard dimensions

“…Business are increasingly focusing upon implementation of sustainable business practices (e.g. sustainable purchasing, green manufacturing, and green supply chain management [SCM]) in order to gain higher long‐term sustainability and valuation in global context (Tseng, Lim, & Wu, 2018). Current literature indicates a positive association of business performance and green management practices (Abdul‐Rashid, Sakundarini, Raja Ghazilla, & Thurasamy, 2017; Singla, Ahuja, & Sethi, 2018).…”

“…However, this method is not capable of mapping the effectiveness of the dimensions via there interrelationship. Therefore, DEMATEL analysis is implemented to deduce interrelationships between the dimensions (Bai, Sarkis, & Dou, 2017; Kumar et al, 2018; Tseng et al, 2018). A priority‐based analysis leads to minimisation of implementation cost of strategies to ensure optimum implementation (Luthra et al, 2016; Wicki & Hansen, 2019; Yang, Jiang, & Zhao, 2019) and assists managers to craft a more effective action plan and strategy for ESSCM adoption (Singla et al, 2018).…”