 Corporate sustainability performance improvement using an interrelationship hierarchical model approachMing‐Lang Tseng, Ming K. Lim and Kuo‐Jui Wu Business Strategy and the Environment, 2018, vol. 27, issue 8, 1334-1346 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. Date: 2018 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:27:y:2018:i:8:p:1334-1346 Ordering information: This journal article can be ordered from Access Statistics for this article Business Strategy and the Environment is currently edited by Richard Welford More articles in Business Strategy and the Environment from Wiley Blackwell |
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