Abstract
ABSTRACT Achieving sustainability performance seems to increasingly occupy the strategic agendas of organisations. Are organisations investing in their strategic agendas in Environmental, Social and Economic Sustainability? The research aims to analyze the innovative, dynamic capabilities effect on Sustainability performance (Environmental, Social and Economic). The hypothesis adopted is that sensing, seising and transforming favour Sustainability performance over time. We have used a longitudinal multiple linear regression analysis of Brazilian Innovation Research (BIR) data, for 16 years, a sample of 41 manufacturing sectors. The findings suggest that transforming favours environmental sustainability, sensing and seising favour economic sustainability and seising favours social sustainability. This study answers how and to what extent the micro foundations of dynamic capabilities affect sustainability performance in the three dimensions.
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