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<p> A wave of sustainability initiatives is affecting many traditional corporate functions. While many companies focus on their own internal sustainability initiatives, there is a small but growing number of initiatives focused on promoting sustainability across the supply chain. The resulting sustainable supply chain management (SSCM) is faced with the challenge of justifying its contribution to the performance of the focal company. This study attempts to gain insights into the perception professionals have of the impact of SSCM on corporate environmental, social, and economic performance. The study looks into the moderating effects of company size, industry collaboration, and regulatory framework on the relationship between SSCM and corporate performance. Using a mixed methods approach, this research collected and analyzed quantitative and qualitative data from 242 respondents. Simple and multiple linear regressions in Minitab 17 were used to analyze the quantitative data; qualitative data were analyzed using thematic analysis. In the end, triangulation was used to integrate the quantitative and qualitative analyses to gain a deeper understanding of the perceptions reported by survey respondents.</p><p> The results of this study show that SSCM is statistically significant to corporate environmental, social, and economic performance based on the independent variables analyzed. The results also show that the moderating effect of company size, industry collaboration, and regulatory framework on the relationship between SSCM and corporate performance made a difference for all three moderators based on factorial plot analysis. However, only the regulatory framework was found to be a statistically significant moderator based on regression analysis. Thematic analysis of the qualitative data showed that SSCM helps the focal company mitigate risks and improve, or preserve, its reputation. Another benefit of SSCM is its ability to help the focal company create a competitive edge with sustainability-conscious stakeholders. At the macro level, the benefits of SSCM are in the areas of long term availability of natural resources, respect for human rights, and better opportunities for persons from socially disadvantaged groups. The challenges of SSCM were reported to be in the areas of cost, difficult enforcement and implementation, and the lack of a common commitment to SSCM throughout the supply chain. These challenges could be overcome through leadership, collaboration, and consistent regulations at the corporate, industry, and country levels respectively. The triangulation (meta inference) showed alignment between the correlation between SSCM and economic performance, and the fact that solutions to most of the reported challenges to the implementation of SSCM in the thematic analysis had economic implications for the focal company. This study provides corporate leaders and governments with meaningful insights into how SSCM can be leveraged as an effective tool to enhance corporate performance and sustainability initiatives. </p>

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<p> Small business entrepreneurs (SBEs) within the United States in 2014 produced 47% of the national $17.5 trillion GDP and employed 48.5% of the national labor force. Detailed business planning was a theorized predictor of SBE performance and project, program, and portfolio management (P3M) as detailed managerial planning processes influenced by organizational theories. The specific problem was the failure of SBEs due to a lack of business management planning and the unknown generalizable U.S. SBE use of P3M as detailed managerial planning processes to enhance SBE performance. The purpose of this quantitative cross-sectional study was to statistically model U.S. SBE predictive P3M application to SBE Performance within a contingency theory framework using partial least squares structural equation modeling (PLS-SEM), hierarchical component modeling (HCM), and multi-group analysis (MGA-PLS) of subpopulations (growth orientation, number of employees, business age, business location, industry sector, legal form of organization, and P3M maturity). Random anonymous sampling among small business owners and chief managers was used to attain a representative sample by U.S. state using a web-based survey instrument. A sample of 179 was planned (<i>R</i>² sensitivity of 0.1) and <i> n</i> =150 was attained (<i>R</i>² sensitivity of 0.107). Sample size was representative of 93.1% of 28.9 million small business enterprises by U.S. state and the District of Columbia. Findings included an average performance efficiency of 59% among U.S. SMEs with room for improvement of 41%. P3M was identified as detailed planning and management processes with a 0.308 total effect on national SBE performance. A 1% improved adaptation of P3M managerial knowledge area processes predicted 18.17% SBE performance improvement. Limitations of the study included data collection barriers from internet service providers (ISPs) and email service providers (ESPs) in censoring and filtering emailed survey invitations contributing to a decreased response rate. Future research recommendations include expanding population ecology theory to identify predictive environmental factors that effect the 59% performance mean resulting in a population of SBEs failing or improving at various S-curve lifecycle stages.</p>

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