Antecedents of Organizational Sustainability Orientation: A Meta‐Analysis

ABSTRACT

This study investigates the antecedents of organizational sustainability orientation (OSO) through an integrated theoretical framework grounded in Institutional Theory, the Resource‐Based View, and Upper Echelons Theory. A meta‐analytical approach synthesizes evidence from 99 empirical studies, comprising 226 effect sizes based on 90,194 observations across 34 countries. Results indicate that leadership sustainability orientation represents the most influential antecedent of OSO, followed by institutional and external pressures, and organizational resources and capabilities. Meta‐regression analyses identify several country‐level moderators. Regulatory quality weakens the relationship between leadership sustainability orientation and OSO, whereas innovative environments strengthen the relationships of leadership sustainability orientation and internal capabilities. Cultural dimensions, including power distance and long‐term orientation, further influence these relationships. This study contributes to the sustainability literature by clarifying the relative importance of key OSO antecedents and the identification of contextual conditions influencing their effectiveness. The findings provide practical guidance for managers and policymakers seeking to embed sustainability more deeply within organizational strategy and culture.