PROMOTING SUSTAINABILITY IN MANUFACTURING COMPANIES IN COAHUILA, MEXICO: INTEGRATING SUSTAINABLE PRACTICES INTO ORGANIZATIONAL CULTURE

Objective: The objective is to obtain the validity of the relationships between the four factors of Denison's model: involvement, consistency, adaptability, and mission, and their impact on sustainability. Theoretical Framework: This article explores the competitive role of organizational culture in sustainability in the northern state of Mexico, characterized by manufacturing processes in which waste, energy, and water manifested as significant components of the region and the country. Method: The data were collected with the application of the standardized questionnaire called Denison Organizational Culture Survey and its impact on the sustainability indicators of the Global Reporting Initiative, applying a structural equation model based on SmartPLS 4. 0. Research Implications: The best results obtained in companies where external focus prevails, with stability and flexibility, that is, with an organizational culture where mission and adaptability are pillars. Originality/Value : The conclusions highlight contributions to the academic and business environment, applying a model that makes visible aspects challenging to assimilate in management due to the intangibility of the organizational culture.


INTRODUCTION
The Organizational Culture (OC) originates from the responses learned by the members of the organization, which share and take for granted basic assumptions and beliefs originating from the organization's perspective and its operating environment (Schein, 1985& Bellot, 2011), recognizes that the organizational is intangible since it integrates psychological, sociological and anthropological aspects, methods and philosophies.
The contributions of Linnenluecke and Griffiths (2010) and those of Liu, Ke, Wei, Gu, and Chen (2010) point out that OC includes assumptions, norms, and values that provide guidelines for the daily activities of its members.Authors such as Ketprapakorn and Kantabutra Promoting Sustainability in Manufacturing Companies in Coahuila, Mexico: Integrating Sustainable Practices Into Organizational Culture Empirical studies such as Baumgartner and Zielowski (2007), Sackmann (2010), Baumgartner and Rauter (2017), Isensee et al. (2020), and Assoratgoon and Kantabutra, (2023), among others, characterize the relationship between OC and sustainability through cultural traits such as effectiveness.They drive organizational change and are the basis for comparative studies between companies.The study presented here touches on problems of reality and knowledge because adopting corporate sustainability principles passes through adopting a sustainability-oriented OC, as Linnenluecke and Griffiths (2010) point out the existing theories on change.Sustainability-oriented cultural approaches have been criticized for their overreliance on simplified formulas to achieve cultural change and for a need for more understanding of how such change might occur.Although the relationship between OC and sustainability has gained importance through organizational and management studies, both in theory and practice, there still needs to be more clarity about the best way to achieve it.Some academics suggest the adoption of a sustainability OC (SOC) as recommended by Galpin et al. (2015), Kantabutra (2021), Fok et al. (2021), and Ketprapakorn and Kantabutra (2022).
Coinciding with the study by Baumgartner and Rauter (2017), it puts industrial organizations in context since they play an important role in societies' transition towards corporate sustainability and can contribute to improving the performance of other actors and systems.Denison et al. (2014), mention an internal and stable approach on the one hand and, on the other, an external and flexible one.
The regulatory management level includes values shared by the board of directors and integrated into the OC.The possibility of mainstream culture embracing or resisting the notion of sustainable development will likely have an enormous impact (Linnenluecke & Griffith, 2010).4 inadequate waste management generates strong pressure on the environment, due to the use of energy and natural resources to produce all the materials and goods that will eventually become waste.
Secondly, it contributes to knowledge by evaluating the effects and conditions under which different types of OC affect sustainability levels (Montiel & Huste, 2009)  Section three presents the methodology followed in this research, including the data collection instrument, its distribution, and validation.Section four analyzes the results obtained.Finally, section five analyzes and discusses the results, and finally, section six presents the conclusions, limitations, and future research agenda.

THEORETICAL REASONING
The productive culture of sustainability focuses on sustainability practices, leaving such aspects as conscious and unconscious assumptions and beliefs that typically constitute the essence of OC (Assoratgoon & Kantabutra, 2023;Ketprapakorn & Kantabutra, 2022).
Empirical evidence specific to the sustainability vision is limited.A survey by Kantamara and Saratun (2017) examined the views of 298 CEOs, or high-ranking representatives appointed by CEOs and business owners in Thailand, revealing that these CEOs primarily focused on economic sustainability issues.
Empirical findings indicate that companies strive to increase their positive social and environmental impacts.However, it was found that companies mainly engage with the Sustainable Development Goals (SDGs) which focus on "avoiding harm" and are based on negative duties rather than seeking to "do good" and represent positive duties (Van Zanten & Van Tulder, 2021).Few companies integrate the SDGs into their core strategy, and when addressing Corporate Social Responsibility (CSR) or communication issues, most choose relatively easy and isolated objectives in their information (Van Zanten & Van Tulder, 2021).
For this study, a balanced combination of the four cultural traits can produce superior business performance.Organizations with a high combined score on all four cultural traits will have higher performance levels.No single cultural factor, unless balanced and complemented by the other three, can lead to greater effectiveness (Quinn, 1988;Denison, 1990;Fey & Denison, 2003;Cameron & Quinn, 2006;Schepers & Van Den Berg, 2007;Yilmaz & Ergun, 2008;Gregory et al., 2009).Dubey et al ( 2016), argue that when managers act as principal agents, they translate their commitment and involvement, influenced by culture, into sustainability.

INVOLMENT AND SUSTAINABILITY
Bakhsh et al. ( 2018) point out that case studies need empirical data on OC and sustainability; in a similar study in the manufacturing industry of Pakistan, using Smart-PLS, they found that involvement does not positively impact sustainability.Denison & Neale (2000) state that employee involvement is closely linked to the organization's objectives, and they are empowered, so teamwork is valued, and priority is given to developing their capabilities.Kotrba et al. (2012), note that the engagement factor focuses on how much employees are engaged in their work, have a sense of ownership, and participate in decisions that affect their work.
Therefore, based on the previous discussion, the research hypothesis will be established: H1.The cultural factor of involvement has a positive and significant effect on sustainability.Zhang et al. (2008), delved into the link between OC and performance by focusing on the interactive process, assessing that the consistency perspective postulates that the coincidence between an organization's culture and the external context positively correlates with its performance.In the study carried out in Mexico by Carro et al. (2017) on the influence that exists between OC and sustainability, it is possible to recommend that within the business 6 culture, the dimensions of sustainability be incorporated as substantive axes and that the factors they consider determinants for achieving sustainable development are: mission and consistency.Carro et al. (2017) point out that the factors for sustainable development and environmental integration have significant differences, due to the little participation of research centers, universities, and others, to carry out projects of this type and also, the consistency variable impacts the social dimension, since it includes the environment in the social treatment.

CONSISTENCY AND SUSTAINABILITYY
Therefore, based on the previous discussion, the research hypothesis will be established: H2.The cultural factor of consistency has a positive and significant effect on sustainability.

ADAPTABILITY AND SUSTAINABILITY
Denison et al. ( 2014) point out that adaptability is a state in which the organization responds flexibly to customer requirements, takes risks, learns from its own mistakes, and is prepared for changes; point out that adaptability is the organization's ability to promote internal change in response to external conditions.Integrated and highly internally focused organizations may find it challenging to adapt to external market demands, so it is also essential to ensure an ability to create change, understand the customer, meet their needs, and continue to learn as an organization.
Regarding the environmental factor Carro et al. (2017) identified the influence of the environmental dimension when the company distinguishes the need, reacts and adapts to the new needs of customers; Through environmental audits and programs, they manage solid waste by reducing, reusing and recycling it, and wastewater treatment programs.Considering the previous information, we are able to formulate the following hypothesis: H3.The cultural factor of adaptability has a positive and significant effect on sustainability.

MISSION AND SUSTAINABILITY
Research by Molnar & Mulvihill (2010) postulates that sustainability must be integrated into a company's culture, mission, and vision.The cultural trait of mission examines the purpose and direction underpinning an organization's goals, objectives, and future vision (Fey & Denison, 2003).Organizations must define and implement a vision to ensure the desired sustainability performance when transforming vision ideas into action.The vision must be achieved in a company where employees and stakeholders focus on what matters to them (Ketprapakorn & Kantabutra, 2022).7 The mission outlines an organization's objectives and shapes its strategic direction, focusing on future orientation.It plays a key role in influencing various performance indicators, as highlighted by Friedrich and Luible (2016).Based on this, the following research hypotheses can be proposed.
H4.The cultural factor of mission has a positive and significant effect on sustainability.(2018).Table 1 shows in greater detail the five latent variables, the dimensions of the DOCS document, the items that were accepted given the values of their factor loadings > 0.7, the values of the t statistic, the Cronbach's Alpha values, the composite reliability for evaluate internal consistency and average variance extracted AVE to evaluate convergent validity.The results obtained (Table 1) show Cronbach's Alpha, which must be greater than 0.8; the composite reliability > 0.70, while AVE must reach no less than 0.50; therefore, the research model has an excellent fit to the data (Hair, et al., 2017).

RESEARCH RESULTS
The results of the four proposed hypotheses are presented in Table 3 and were obtained by applying partial least squares with SmartPLS 4.0 (Ringle, et al., 2022).It is a predictive method of a determined set of hypothetical relationships that maximizes the variance of the explained dependent variables, that is, it is more predictive than explanatory, which is why it is 10 particularly useful for studies on competitive advantages and drivers of success (Hair, et al., 2017), and also in those situations where the theory is less developed and non-normal data may be present (Hair, et al., 2017;Henseler, et al., 2009).

Tabla 3
Measurement of the structural model The f2 value is a measure used to know the relative impact of the exogenous construct on an endogenous construct.Chin et al. (2003) point out that these values are measured in the low, medium, and high ranges and should be higher.At 0.02, 0.15, and 0.34, respectively.
When validating the hypotheses, the results were: Not accepting hypothesis H1 (relationship involvement F1 -sustainability F5), the culture of involvement is characterized by its internal and flexible approach, in this case it is evaluated that none of the five items of the empowerment index (empowerment) reached the cut-off value of the factor loading, and only two items on teamwork and two items on development and capabilities had a factor loading above 0.7; all of the above due to the high dispersion of the responses that caused only 27% of the items to be evaluated; the predictive value f2 is below the allowed limit of 0.02, (Chin, et al., 2003).
Hypothesis H2 (consistency relationship F2 -sustainability F5) is not accepted; the culture of consistency is characterized by its stability and external focus; It is evaluated that only one item related to values, two items related to agreements and one item related to coordination were accepted, as analyzed with hypothesis H1, the high dispersion of the 11 responses caused only 27% of the items to be evaluated.; the predictive value f2 is below the allowed limit of 0.02.
Hypothesis H3 (adaptability relationship F3 -sustainability relationship F5) was accepted with its flexible and external focus.Due to their low factor loading, six items were rejected: one related to change, two to the client, and three to learning.The predictive value f2 indicates how much the exogenous latent variable, in this case F3, contributed to the R2 value of the endogenous latent variable F5; This value f2 = 0.085 is considered moderate and gives credence to its contribution to sustainability (Marco, et al., 2022).
Hypothesis H4 (mission relationship H4 -sustainability F5) is also accepted, given the values of t>7.804 and p<0.000, as well as a high predictive power with f2=0.429, which indicates that companies where an external focus prevails, with stability, that is, a culture of mission, achieve a positive impact on the environmental indicators (F5) of water, waste and energy.Two items related to goals and objectives and two related to vision fell below the factor loading and were therefore eliminated.
Changes in the value of R2 can be used to see if the effect of the exogenous latent variables on the endogenous latent variable has a substantial effect.In this study, R2 = 0.605 shows that sustainability (F5) represents 61% of the variance of involvement (F1), consistency (F2), adaptability (F3), and mission (F4) (Méndez-García & Sánchez-Medina, 2022).

ANALYSIS AND DISCUSSION OF THE RESULTS
They point out that reaching a consensus regarding the correct ways or procedures to assess sustainability OC (SOC) is complex and almost impossible to achieve (Assoratgoon et al., 2023).The existence of specific knowledge gaps for research is a challenge for future research, so studies in SOC should focus on particular areas or based on case studies or grounded theory.For example, Linnenluecke & Griffiths (2010) demonstrated the influence of subculture on the understanding of sustainability in an organization.Regarding the research methodology, Galpin et al. (2015) used the experience of professionals and empirical evidence to build an innovative process where a culture focused on sustainability is generated.Kantabutra (2021) identified the cultural components of a tight case study in terms of vision, shared values, and practices, and these diverse methodological approaches result in several distinct and sometimes idiosyncratic SOC frameworks.
Medium and long-term corporate objectives require integration with environmental and social issues so that a careful balance is achieved between the needs of interested parties.This 12 balance is essential to maintain or improve corporate sustainability (Baumgartner & Rauter, 2017).However, a sustainability OC framework that considers multifaceted organizations is very rare, making it difficult to understand the sustainability OC phenomenon since, by nature, OC is highly dynamic.This insufficient knowledge indicates the need to discover to what extent the existing research on SOC considers the multifaceted aspect, which is another knowledge gap, they argue (Ketprapakorn & Kantabutra, 2022).
However, according to Beidokhti & Ghaderi, (2011) organizational cultures, such as adaptability, consistency, participation and mission, impact sustainability and also help customer retention.
Given that strategy expresses organizational assumptions (Baumgartner & Ebner, 2010;Ketprapakorn & Kantabutra, 2022), they understand that research on normative assumptions in OC related to sustainability may be necessary.
These previous studies justify or are in line with the need to prioritize environmental issues, such as having adequate waste management that allows the adequate use of natural resources and energy, to produce materials and goods, which is an issue that draws attention to business, government, education and society.
Regardless of the context and temporality in which this research was developed in Mexico, there is knowledge generated that revealed that sustainability must be integrated into OC through the mission with an approach based on the information contained in the Denison DOCS document where the mission is broken down into strategic direction, goals and objectives, and vision so that the cultural factor of the mission generates and exerts a positive and significant effect on the performance of the organization, which in this case aims to provide knowledge about the organizational culture of the organization, sustainability (SOC).This analysis is supported not only by the study presented here but also by the results of Molnar and Mulvihill (2010) and Fok et al. (2021), who affirm that it is imperative to develop an OC that supports quality and sustainability, to ensure the success of green initiatives.13

FINAL CONSIDERATIONS
A fundamental quality of the methodology is that its empirical data contribute to the current of research on OC and its relationship with sustainability, as a phenomenon it is valued in different cultural contexts and the PLS/SEM model is coupled with social sciences because it has a varied, solid and flexible approach to the traditional one.
The technique described can be replicated in other organizations and contexts, the standardized questionnaire called DOCS presents results that are comparable within statistically acceptable intervals with other studies even outside this context and therefore are capable of closing some knowledge gap on topics such as those of this research in which it is assessed that OC is related to sustainability based on the GRI, which is gaining more strength every day as a reference related to sustainability.
The findings highlight contributions to the academic and business fields, applying a model that makes visible aspects that are difficult to assimilate in management due to the intangibility of organizational culture.In addition, it is a step in the feasibility of studies on sustainability.
Although the results are interesting, there are limitations: the study focused on subsectors of the manufacturing industry and only in one state in northern Mexico, so the application of this methodology and procedures should be coupled depending on the context where it is applied.Other limitations of the study are the sending of the questionnaire by electronic means where it is not possible to identify who answered it and, secondly, some temporality bias, because all the variables were measured at one time, where temporal effects or the verification of the results obtained.
Studies on corporate sustainability are gaining more strength in future research lines since they seek to contribute to business competitiveness through increased or reduced economic profits and increased social well-being through management towards sustainability.
In future research, it would be advisable to expand the economic sectors and delve into the causal effect and interconnections of OC in the triple dimension of sustainable development, as well as combine quantitative and qualitative methods for its study.
and how the companies under study can adopt voluntary environmental management programs: ISO 14001 and Clean Industry.This work aims to show the validity of the relationships between the four cultural factors of the Denison model: involvement, consistency, adaptability, and mission, with their predictive effect on performance indicators of the environmental dimension oriented to sustainability in Mexican manufacturing companies.For this purpose, a predictive model of structural equations using SmartPLS 4.0 is used to estimate.The research question aims to determine what type of culture prevails in the companies consulted regarding their sustainability behavior.The article's balance is divided into various sections: Section two analyzes the theoretical basis of the study and formulates the research hypotheses tested through this work.
Patlán et al. (2021), highlight the contextual validity of the Denison Model supported by (OCI) and (OCAI), which are systems related to OC and the evaluation of the instrument, respectively, which supports the methodological support of the present investigation.

Figure 1
Figure1shows the research's conceptual model, where the internal model is represented by its four exogenous latent variables (F1-F4), its four hypotheses (H1-H4), and the endogenous latent variable (F5).The 12 dimensions of Denison's model based on DOCS are also presented.

Figure 1
Figure 1Structural model of the research

Table 1
Measurement model evaluation the dimensions and items that were accepted in the businessmen's responses are shown.As analyzed in Table1, of the 60 items of the standardized DOCS questionnaire, there were 32 items with a factor loading below 0.7, which is indicative of a high dispersion in the responses of the interviewees.The Fornell-Larcker criterion helps assess discriminant validity by comparing diagonal elements (bold) to off-diagonal elements.If diagonal values are larger, it means each construct captures unique phenomena not represented by others.This ensures measurement accuracy and meaningful data interpretation.