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The purpose of this study is to examine the direct and indirect effects of organizational culture and quality improvement practices on the relationship between green practices and sustainability performances by using the structural equation modeling (SEM) approach.

Structured questionnaires were used to collect data from 330 full-time managerial employees in established businesses. The relationships depicted in the proposed conceptual model were tested through six hypotheses. IBM SPSS Statistics and SEM-AMOS were used to test the hypotheses.

The results supported proposed relationships in the model, except the one between organizational culture and green practices. The findings indicate that the more employees are aware of companies’ green practices, the more likely they are going to feel positive about the sustainability performance of the organization. Additionally, a strong organizational culture that supports the green movement and quality improvement practices lead to positive sustainability outcomes.

A larger sample size in several major industries would allow the development of industry-specific sustainability strategies and best practices. In addition, a study based in a different geographical location in the USA or in a different country is recommended to see if the findings can be generalized across different industries, geographical locations or countries.

Sustainability has undoubtedly become a major concern for many companies today. The findings of this study provide important guidelines for practitioners to balance the implementation of green practices, organizational culture, quality improvement practices and sustainability performance dimensions. Profitability and sustainability can be achieved together when companies are willing to continuously pay attention to environmental issues and strategically invest in initiatives that are cost-efficient and eco-friendly.

This study is one of the first that explores how organizational culture and quality improvement practices affect directly and indirectly the relationship between green practices and sustainability performance. The results imply that organizational culture and quality improvement practices significantly affect the relationship between green practices and the sustainability performance dimensions.

This study examines the direct and indirect effects of organizational environmental orientation (EO)/culture, quality management practices (QMP) and sustainability experience (SE) on the relationship between organizational green practices (GP) and the triple bottom line (TBL) of sustainability performance (SuP).

To test the seven hypotheses, a structured questionnaire was used to collect data. The responses of 365 managers from various USA businesses in the service industries were analyzed using IBM SPSS and structural equation modeling (SEM)-AMOS.

The empirical results indicate that positive SuP in the economic, environmental and social dimensions and organizational GP can be improved by a strong culture of EO, effective QMP and substantial SE.

This research fills the gap in existing research between important organizational and environmental priorities and SuP. Consequently, the study provides managers with important strategic guidance: for environmental practices to achieve profitability and sustainability success, companies must promote an environmental-mindful culture and strategically invest in integrated QM systems.

This research is one of the first that explores how organizational environmental culture and QMP affect directly and indirectly the relationship between GP and SuP. These results provide empirical evidence to support the claim that environmental culture and QMP have significant direct and indirect effects on the relationship between GP and SuP dimensions.