Integrating sustainability with performance: Effect of social and environmental dimensions of the balanced scorecard on the performance of financial institutions in Ethiopia, moderated by management commitment

Abstract

AbstractThis study investigates the primary factors driving sustainable performance in financial institutions, focusing on the effect of social and environmental aspects of a balanced scorecard on the performance of financial institutions in Ethiopia. It also examines how management commitment moderates the relationship between these social and environmental dimensions and institutional performance. The research adopts a descriptive and explanatory design, utilizing proportional stratified sampling followed by systematic random sampling. From a population of 4990, a sample of 480 was determined using Daniel Soper's formula for structural equation modeling, accounting for an expected effect size of 0.23, a statistical power level of 0.95, and a probability level of .05. Data analysis involved descriptive statistics, covariance‐based structural equation modeling, and the interaction‐term method for moderation. Findings indicate a significant positive relationship between the social and environmental dimensions of the balanced scorecard and the performance of Ethiopian financial institutions. Additionally, management commitment significantly enhances this relationship. The study confirms that incorporating social and environmental metrics into the balanced scorecard positively impacts financial institution performance, emphasizing the importance of sustainability in performance measurement frameworks. This research underscores the practical implications of integrating sustainability metrics and management commitment in enhancing institutional performance.