Interdependencies between financial and non-financial performances: a holistic and short-term analytical perspective

Purpose This paper aims to investigate possible interdependencies affecting short-term profitability between internal and process business aspects which can play a critical role in sustainability operationalisation. Design/methodology/approach The authors adopted the panel data approach to perform a partial least square structural modelling equation analysis on a sample of 391 Organisation for Economic Co-operation and Development (OECD) non-financial-listed companies, considering a timeframe of five years. Findings Corporate sustainability is a result of interplays between managerial commitment, strategy, slack resources' exploitation, innovation, the sustainable management of internal production and procurement processes that managers can catalyse to foster short-term firms' profitability. Research limitations/implications The study is focused on internal process business determinants of sustainability, and the analysis is limited to a short-term timeframe and on non-financial OECD-listed companies. Practical implications Managers searching for trade-offs between financial and non-financial performances should enhance their commitment towards sustainability by defining appropriate strategies suitable to employ mainly slack resources derived from core business activities enabling innovation processes, which, in turn, are able to foster sustainability of internal production and procurement processes. Originality/value The execution of sustainability is a complex process that needs to be investigated using a holistic approach net of endogeneity biases to better appreciate those interrelationships within multiple drivers determining the firm sustainable growth.