Development of sustainability's performance framework: Learning from executive viewpoints

The study develops the sustainability performance model which is based on learning from the viewpoints of the executives and practitioners. Further, it seeks to empirically test the causal relationships among the elements affecting the performance relating to enterprise sustainability. Using a sample of 504 respondents from manufacturing sectors found within Thailand, results of both confirmatory factor analysis and structural equation modelling (SEM) indicate that all of the hypothesised causal relationships within the purposed model are statistically significant. Measurements were developed, tested, and found to be both valid and reliable. The structural equation modelling technique was used to assess the validity of the measurement models and the structural models with a single test. Leadership was subsequently identified as a major driver for planning, communication, and capability and strongly supported anticipation and concern, which were shown to be elements that indirectly influence execution, performance, and report.