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“Triple Bottom Line” as “Sustainable Corporate Performance”: A Proposition for the Future

Author

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  • Hasan Fauzi

    (Faculty of Economics, Sebelas Maret University, Jl. Ir. Sutammi 36 A Surakarta 57126, Indonesia)

  • Goran Svensson

    (Oslo School of Management, P.O. Box 1195 Sentrum, 0107 Oslo, Norway)

  • Azhar Abdul Rahman

    (Northern University of Malaysia, UUM Sintok, Kedah Darul Aman, Kedah 06010, Malaysia)

Abstract

Based upon a review of corporate performance, corporate financial performance and corporate social performance, we propose that the concept of “triple bottom line” (TBL) as “sustainable corporate performance” (SCP) should consist of three measurement elements, namely: (i) financial, (ii) social and (iii) environmental. TBL as SCP is proposed to be derived from the interface between them. We also propose that the content of each of these measurement elements may vary across contexts and over time. Furthermore, TBL as SCR should be interpreted to be a relative concept that is dynamic and iterative. Continuous monitoring needs to be performed, adapting the content of the measurement elements to changes that evolve across contexts and over time in the marketplace and society. TBL as SCP may be seen as a function of time and context.

Suggested Citation

  • Hasan Fauzi & Goran Svensson & Azhar Abdul Rahman, 2010. "“Triple Bottom Line” as “Sustainable Corporate Performance”: A Proposition for the Future," Sustainability, MDPI, vol. 2(5), pages 1-16, May.
    • Handle: RePEc:gam:jsusta:v:2:y:2010:i:5:p:1345-1360:d:8305
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    1. Langfield-Smith, Kim, 1997. "Management control systems and strategy: A critical review," Accounting, Organizations and Society, Elsevier, vol. 22(2), pages 207-232, February.
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    5. Aketch E. Ng’ong’a & Margaret Oloko & Charles M. Rambo & George Orwa, 2018. "Effect of Organizational Culture on Performance of Companies Listed in Nairobi Securities Exchange in Kenya," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 8(5), pages 490-508, May.
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