FROM THE PERIPHERY TO THE CORE—AND BACK: THE JOURNEY OF SUSTAINABILITY PRACTICES

The file includes the findings tables of a study addressing contradictory evidence on sustainability practices' performance impact by introducing a core-periphery perspective. Using network analysis on data from U.S. manufacturing firms (2000-2023), we examine how practice positioning affects performance. Our findings reveal that both core and peripheral practices exhibit inverted U-shaped relationships with performance, while transitions between positions significantly impact outcomes. These results indicate that the positioning of sustainability practices within firms' operations—not merely their adoption—reconciles previously contradictory findings and highlights a critical dimension overlooked by managers and policymakers.