Abstract
Organizational performance has come to be conceptualized as a multi-faceted construct that does not rely only on financial metrics. In the stream of performance measurement, balanced scorecard has taken a strong foothold as researchers and practitioners continue to develop and implement scorecards customized to suit their strategies in place. As sustainability has become a topical issue for businesses operating in any industry, assessment of their sustainability performance has come of relevance. In light of this, we interviewed hotel managers and executives to devise a sustainability balanced scorecard (SBSC) based on the foundational characteristics of BSC along with an addition of a tenet of sustainability. We further investigate the causality amongst the six perspectives of the proposed SBSC by analyzing data collected from 200 managers in the hospitality industry of India. Our study contributes to the current research that has not dealt in depth with the causality characteristic of BSC and illustrates the presence of an integrated network architecture of SBSC that is exemplified by complex partially mediated relationships between its perspectives.