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The adoption of the key performance indicators to integrate sustainability in the business strategy: A novel five‐dimensional framework

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  • Ivo Hristov
  • Andrea Appolloni
  • Antonio Chirico

Abstract

Over the past few years, the role of the organization has radically changed, moved from the traditional value creation process, based on the accounting data and cost analysis, to an innovative and proactive approach, sustainability oriented. The resulting sustainable development (SD) issues and their integration in the business strategy for managing environmental complexity are more relevant than ever. Despite the growing interest of the literature related to these themes, a more in‐depth analysis on the key value drivers of sustainability, positively perceived by managers, and their integration at a business level is strongly required to support an effective SD process. Accordingly, to generate a strategic alignment in the sustainability transition process, scholars and practitioners require a clear view of the key drivers, metrics, and potential solutions. To this end, we focused on two main purposes aimed (1) to provide a sustainable key performance indicator (KPI) system useful to support decision‐making process of managers and (2) to identify how can sustainable indicators be integrated into business strategy with a view to performance improvement, suggesting future paths to analysis. In view of the research proposes addressed, based on semistructured interviews with 110 managers specialized in sustainable practices, we provided a novel five‐dimensional framework, built on a specific set of SD indexes. The model aims to provide a structured way to adequately integrate sustainability at a strategic level. The results generate a robust roadmap for future analysis in this research field.

Suggested Citation

  • Ivo Hristov & Andrea Appolloni & Antonio Chirico, 2022. "The adoption of the key performance indicators to integrate sustainability in the business strategy: A novel five‐dimensional framework," Business Strategy and the Environment, Wiley Blackwell, vol. 31(7), pages 3216-3230, November.
    • Handle: RePEc:bla:bstrat:v:31:y:2022:i:7:p:3216-3230
    DOI: 10.1002/bse.3072
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    Cited by:

    1. Quick, Reiner & Münch, M. & Mayer, J. H., 2023. "Going Beyond Compliance Fulfillment: a Literature Review on ESG Performance Management," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 142481, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
    2. Alan Kai Ming Au & Yi-Fan Yang & Huan Wang & Rui-Hong Chen & Leven J. Zheng, 2023. "Mapping the Landscape of ESG Strategies: A Bibliometric Review and Recommendations for Future Research," Sustainability, MDPI, vol. 15(24), pages 1-26, December.
    3. Katharina E. Roche & Rupert J. Baumgartner, 2024. "Development of a strategy deployment framework combining corporate sustainability and operational excellence," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(3), pages 2159-2174, May.
    4. Marianela Carrillo, 2022. "Measuring Progress towards Sustainability in the European Union within the 2030 Agenda Framework," Mathematics, MDPI, vol. 10(12), pages 1-23, June.
    5. Xin Xie & Shabnam Khan & Saqib Rehman & Shumaila Naz & Syed Arslan Haider & Umar Nawaz Kayani, 2024. "Ameliorating sustainable business performance through green constructs: a case of manufacturing industry," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 26(9), pages 22655-22687, September.

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