Validating a triple bottom line construct and reasons for implementing sustainable business practices in companies and their business networks

Abstract

Purpose

The purpose of this paper is to validate a triple bottom line (TBL) construct, as well as to describe the TBL reasons for implementing sustainable business practices in companies and their business networks.

Design/methodology/approach

This study reports on the validation of a TBL construct, in a Spanish context, of a study originally conducted in Norway. In this validation study, 230 companies were selected for participation. A total of 89 usable questionnaires were returned, generating a response rate of 38.5 per cent.

Findings

The empirical findings indicate major similarities and minor differences between organizations in Spain and Norway across two studies. By extension, the empirical findings appear to be valid and reliable across contexts and through time.

Research limitations/implications

This study explains the structural properties of the main reasons for business sustainability (economic, social and environmental) and business sustainability efforts in companies and the supply chains or business networks.

Practical implications

Business sustainability efforts need to be assessed in a systematic manner, and the validated TBL construct offers a foundation for doing this, though it needs to be complemented with other elements and details in connection with business sustainability.

Originality/value

Business sustainability efforts have been evolving over time and are increasingly seen to consider economic viability, as well as environmental sustainability and social responsibility. This study deals with how these elements of TBL are interrelated with respect to business sustainability.

Citation

Padin, C., Ferro, C., Wagner, B., Valera, J.C.S., Høgevold, N.M. and Svensson, G. (2016), "Validating a triple bottom line construct and reasons for implementing sustainable business practices in companies and their business networks", Corporate Governance, Vol. 16 No. 5, pp. 849-865. https://doi.org/10.1108/CG-12-2015-0163