Author(s)

Lei Sun ^1,2

Affiliation(s)

¹ School of Economics and Management, Shazhou Professional Institute of Technology, Zhangjiagang, Jiangsu, 215600, China
² School of Economics and Management, Jiangsu Vocational College of Finance and Economics, Huai'an, Jiangsu, 223003, China

Corresponding Author

Lei Sun

ABSTRACT

As global climate change intensifies and pressure on resources increases, dual-carbon targets have become an important global strategic approach. The role of enterprises, as major carbon emitters, in realizing carbon emission reduction and enhancing environmental performance is crucial. This study uses structural equation modeling to explore the relationship between key factors in an Enterprise's performance management system and carbon emissions by collecting and analyzing carbon emissions data and performance management reports from representative Chinese Enterprises. This study selects five of these industry-leading enterprises to conduct in-depth interviews and process tracking to reveal how performance management facilitates or hinders the achievement of dual-carbon goals at the practical operational level. Most of the enterprises have achieved remarkable results in reducing carbon emissions, especially Enterprises 8 and 10, which have reduced their emissions by 19% and 18% respectively, demonstrating their positive efforts in environmental protection and sustainable development. Research has shown that by adjusting the performance evaluation system and increasing the consideration of environmental factors, enterprises can not only effectively reduce carbon emissions, but also gain new growth points in market competition and promote the green transformation and sustainable development of the whole industry.

KEYWORDS

Dual-Carbon Perspective, Corporate Performance Management, Sustainability Analysis, Structural Equation Modeling

CITE THIS PAPER

Lei Sun, Sustainability Analysis of Enterprise Performance Management from the Perspective of Dual Carbon. Accounting, Auditing and Finance (2024) Vol. 5: 71-81. DOI: http://dx.doi.org/10.23977/accaf.2024.050211.

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