- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This study intends to clarify the understanding of the role of the contingency factors (i.e. longterm orientation, competitiveness and uncertainty) in the relation between sustainability practices (sustainability exploitation and sustainability exploration) and organizational performance. Using empirical data based on a large-scale survey among European organizations, this paper utilizes the regression analysis to gain insight into the relationship between sustainability practices and organizational performance. In general, the results support the contingency view of the relationship between sustainability practices and performance rather than relying upon “universal” view of sustainability practices. Particularly, the results show that in moderate environmental contexts (moderate competitiveness and uncertainty) sustainability exploitation practices seem to be a predominant predictor of organizational performance. Further, it appears that sustainability exploration practices are the most important predictor of innovation performance, especially when organizations are faced with high levels of competitiveness, uncertainty and long-term orientation. In contrast, sustainability exploitation practices seem to dominate in explaining the effects on quality performance. In this regard, we can argue that organizations with similar characteristics (capabilities, performance, and activity) may develop different and customised approaches for managing the interface between business and natural environment.
The purpose of this study was to analyse if and to what extent the sustainability exploitation and sustainability exploration can influence organizational performance by considering different environmental conditions. The findings of this study support a positive relationship between sustainability practices and organizational performance. Additionally, the findings of this study suggest that contingency factors have an important role in this relationship. The study provides important insights on how organizations can develop appropriate organizational capabilities to purse efficiency and innovativeness simultaneously, particularly in the environment of intensified competition and increased uncertainty. The paper contributes to the knowledge on managing the tensions between exploitation and exploration activities within the field of corporate sustainability, which could be an important area for future research. Another promising area for future research could be emerging research field of sustainable organizational ambidexterity that appears to bridge interdisciplinary areas of knowledge such as organizational learning, strategic management, corporate sustainability, stakeholder theory, and organizational design. However, as research on the integration of exploitation and exploration notions into corporate sustainability framework continues to evolve, it will become necessary to address the inconsistencies concerning the definition of corporate sustainability.