Top management commitment, institutional pressures and green supply chain practices: pathways to sustainable performance

Purpose By integrating upper echelon theory and institutional theory, this study investigates the influence of top management commitment to sustainability on sustainable performance. Additionally, the mediating role of green supply chain management practices and the moderating role of institutional pressure are examined. Design/methodology/approach Data were collected from 376 managers and employees in green hotels within the Thai hospitality industry using a time-lagged survey. Findings The findings reveal that top management commitment to sustainability positively influences sustainable performance and that green supply chain management practices mediate this relationship. Additionally, coercive and normative pressures moderated the relationship between top management commitment to sustainability and green supply chain management practices. Practical implications This study highlights the importance of green supply chain management practices for hospitality firms. It emphasizes that strong leadership commitment to sustainability, partnerships with suppliers and compliance with regulations are crucial for the successful implementation of green supply chain initiatives. Originality/value This study contributes to the literature by providing empirical evidence about the mechanisms through which top management commitment to sustainability translates into improved sustainable performance. Furthermore, the study enhances our understanding of how external pressures, specifically coercive and normative pressures, influence the adoption of green supply chain practices, offering new insights into how contextual factors shape management actions regarding sustainability. This adds nuance to our understanding of the interplay between internal commitment and external pressures in driving sustainability outcomes in the hospitality industry.