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Article

The Influence of Sustainable Leadership, Organizational Culture, and Digital Marketing on Sustainable Performance: A Study on Tourism Sector Companies in Indonesia

by
Indra Wijaya
*,
Kusdi Rahardjo
,
Yusri Abdillah
and
Muhammad Faisal Riza
Faculty of Administrative Science, Brawijaya University, Malang 65145, Indonesia
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(14), 6238; https://doi.org/10.3390/su17146238
Submission received: 30 April 2025 / Revised: 21 June 2025 / Accepted: 26 June 2025 / Published: 8 July 2025
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Abstract

This study aims to examine the influence of sustainable leadership, organizational culture, and digital marketing on sustainable performance in tourism sector companies in Indonesia. In addition, the research investigates the indirect effects through knowledge sharing. Specifically, the study explores the moderating role of knowledge sharing in the relationship between sustainable leadership and organizational culture with sustainable performance. The research gap in this study lies in its approach, which combines several variables that have not been widely explored in the context of sustainability in the tourism facilities sector. The population of this research comprises all tourism facility companies operating in natural tourism areas in Indonesia that have been officially licensed by the Ministry of Environment and Forestry. The sample consists of 103 tourism facility companies. Respondents selected were company leaders or managers deemed to possess in-depth knowledge of the company’s operations and business strategies. The analysis method employed was Structural Equation Modeling-Partial Least Squares (SEM-PLS), utilizing SmartPLS 4.1.1.2 software to test the hypotheses. The findings indicate that sustainable leadership, organizational culture, and digital marketing significantly influence sustainable performance. However, sustainable leadership and organizational culture do not significantly influence digital marketing. Furthermore, the study confirms that knowledge sharing serves as a moderating variable that strengthens the relationship between sustainable leadership and organizational culture with sustainable performance. The results of this study are expected to provide valuable insights for tourism sector companies to enhance sustainable performance through the implementation of sustainable leadership, a supportive organizational culture, and effective utilization of digital marketing.

1. Introduction

Sustainable performance is a measure of a company’s performance in achieving sustainability, which includes three main dimensions: economic, environmental, and social [1]. In the tourism industry, sustainable performance refers to the efficient use of resources, efficient waste management, and reduction of negative environmental impacts, as well as policies that support social and economic well-being within the company [2]. According to a report from Trends [3], the global tourism sector contributes as much as 8% of the total global carbon emissions. This reflects the low adoption of efficient energy management. Most hotels in the Asia–Pacific region do not yet have efficient waste management systems [4]. These data show that only 30% of hotels utilize efficient waste recycling technology. This data indicates that although many companies in the tourism facility industry have made efforts, the adoption of consistent and comprehensive sustainability practices is still lacking.
According to Tanaka and Nakabayashi [5], the management of companies engaged in tourism facilities must ensure that the company operates in compliance with regulations, such as the use of renewable energy, carbon emission reduction, and waste management according to established standards. This is the main challenge for managers in the tourism sector. Regulatory changes can also hinder the sustainability of these companies [5]. The Indonesian government, through the Ministry of Tourism and Creative Economy, continues to improve sustainability standards in tourism areas, including nature parks. This condition shows that many companies in the hospitality industry have not been able to balance economic growth with environmental and social responsibility, which is a major challenge in realizing sustainability goals [6].
Despite efforts in sustainability practices, the tourism industry still faces challenges, one of which is the implementation of technology [7]. Limited updates in sustainability strategies have caused many tourism facility companies to fail in responding to market demands that increasingly prioritize environmentally friendly practices [8]. The lack of adaptation to modern technologies, such as renewable energy systems and digital-based waste management, also hinders optimal sustainable performance [9]. Many tourism facility companies still use traditional business approaches that are less relevant to current sustainability needs. Therefore, the use of digital technology becomes a key aspect for companies, including tourism facility companies. Recent studies have shown that the role of sustainable leadership and innovation within the tourism industry is crucial for recovery in the post-pandemic era [10]. Specifically, research conducted in various regions, including the Polish tourism sector, emphasizes the impact of socio-economic factors such as inflation and the COVID-19 pandemic on tourism behaviors and sustainability practices. As the global tourism industry attempts to recover from the crisis, the integration of digital marketing strategies and sustainable practices becomes essential for fostering both environmental responsibility and economic growth [11]. These strategies are not only pivotal for meeting consumer demands but also for positioning destinations as leaders in sustainability efforts.
Digital marketing is a strategic tool in supporting sustainability [12]. By utilizing digital technology, companies can increase public awareness about the sustainability initiatives they have undertaken [13]. Digital marketing can reach a wider market and attract consumers [14]. Hence, this research proposes to further investigate digital marketing, especially in companies operating in the tourism facility sector. In addition to digital marketing, organizational culture is also a factor that can influence sustainability [15].
An organizational culture that supports innovation is also a key element in enhancing sustainability [16]. By creating a work environment that encourages creativity and collaboration, companies can generate relevant solutions to existing sustainability challenges. This culture not only motivates employees to actively contribute but also leads to the exploration of new opportunities in environmentally friendly tourism sectors, which are increasingly needed amid global awareness of the importance of sustainability [17,18]. An organizational culture that is open to innovation and collaboration encourages organizational flexibility in integrating resources and responding to environmental challenges [19]. Therefore, the authors propose to examine how the influence of organizational culture affects digital marketing and sustainable performance in tourism facility companies.
In addition to organizational culture, the researchers are also interested in further understanding individual factors that influence sustainability. Sustainable leadership is one of the factors that can affect sustainability [20]. Sustainable leadership plays an important role in creating a long-term vision that supports sustainability and organizational innovation, enabling companies to be more responsive to changes in the business environment [21]. Previous studies have highlighted the importance of sustainable leadership in enhancing dynamic managerial capabilities, which support competitive advantage in international business environments [22]. This highlights the importance of leadership for sustainability in companies. Therefore, the researcher proposes this variable to be analyzed further.
In addition, the researchers are interested in examining the indirect relationships among the mentioned variables. Knowledge sharing plays an important role in creating a collaborative work environment and supporting innovation. The knowledge-sharing process can occur formally or informally through various methods, such as meetings, training, discussion forums, or even daily interactions between colleagues [23]. Therefore, this study will analyze how knowledge sharing can indirectly influence these variables. This also becomes the novelty of this research, namely, analyzing further the influence of the knowledge sharing variable as a moderating variable affecting the relationship between sustainable leadership and organizational culture on sustainable performance.
The novelty of this study lies in its approach, which combines several variables that have not been widely explored in the context of sustainability in the tourism facilities sector. This study examines the impact of sustainable leadership, organizational culture, and digital marketing on sustainable performance and explores the moderating role of knowledge sharing in the relationship between these variables.
Based on the explanation above, the main objective of this study is to examine the influence of sustainable leadership, organizational culture, and digital marketing on sustainable performance in companies engaged in the tourism facility sector. In addition, this research will also explore the moderating effect of knowledge sharing on the relationship between sustainable leadership and organizational culture with sustainable performance.
The rest of this paper is organized as follows: Section 2 presents the literature review, Section 3 outlines the research methodology, Section 4 discusses the data analysis results, and Section 5 provides the conclusion and future research suggestions. The structure aims to provide a clear and comprehensive understanding of the study’s objectives and findings.

2. Literature Review

2.1. Sustainable Leadership and Digital Marketing

Sustainable Leadership includes several key dimensions, namely, long-term orientation, social responsibility, environmental responsibility, and justice. Sustainable leaders have a broader perspective, prioritizing sustainability in decision-making that considers the long-term impact on the organization, society, and the environment [24]. From the perspective of Dynamic Capability Theory, organizations must have the ability to adapt to technological advancements [18]. Therefore, organizations can leverage digital marketing to enhance sustainable business performance. This type of leader encourages the integration of technology into business processes to achieve sustainability. In digital marketing, a sustainable leader will encourage the use of environmentally friendly digital technology [25].
The study by Akram et al. [26] shows that green transformational leadership has a significant influence on the adoption of digital marketing and e-commerce, which in turn affects environmental and financial performance. In addition, green marketing innovation plays a significant moderating role among these factors. Meanwhile, Moleka [27] focuses on sustainable leadership in the digital era and emphasizes the role of technology in advancing environmental sustainability. To refine the theory about the influence of sustainable leadership on digital marketing, the researchers propose the following research hypothesis:
H1. 
Sustainable Leadership has a positive and direct effect on Digital Marketing.

2.2. Sustainable Leadership and Sustainable Performance

Sustainable leadership is a leadership paradigm that is increasingly relevant in the context of modern business. Sustainable leaders are seen as change agents who are responsible for the success of the organization, the welfare of society, and environmental preservation. Sustainable leaders in this sector are expected to encourage organizations to operate with a positive impact on local communities, cultural preservation, and wise natural resource management [28]. Sustainable leaders are expected to strategically utilize organizational resources to create unique capabilities that are difficult for competitors to imitate, which in turn enhances the organization’s sustainable performance [29].
One important concept in sustainable performance is the Triple Bottom Line Theory, which emphasizes that organizations are not only responsible for profit but must also consider their impact on the environment and society [6]. Leaders who focus on sustainable performance ensure that their organizations generate benefits for shareholders, employees, society, and the environment [30].
The study by Iqbal et al. [20] shows that sustainable leadership has a positive impact on sustainable performance. Meanwhile, the study by Asad et al. [31] also shows that sustainable leadership plays an important role in enhancing organizational adaptation to sustainable business practices, which ultimately affects sustainable performance. This is also reinforced by the study of Burawat [32], which emphasizes that transformational leadership and sustainability influence sustainable performance. Considering the RBV perspective and previous empirical findings, the following research hypothesis is formulated:
H2. 
Sustainable Leadership has a positive and direct effect on Sustainable Performance.

2.3. Organizational Culture and Digital Marketing

The Theory of Planned Behavior (TPB) explains that individual behavior is influenced by intention, which in turn is shaped by attitudes toward the behavior, subjective norms, and perceived behavioral control [29]. In the organizational context, organizational culture refers to a set of shared values, norms, and beliefs that shape an organization’s unique characteristics. This culture plays a central role in shaping employee behavior and influences the overall performance of the organization. At the customer level, organizational culture can create a pleasant experience and strengthen the bond between the brand and customers [33]. Therefore, understanding and identification with organizational culture can improve job satisfaction and employee engagement, and ultimately, reinforce the organization’s brand identity.
Al Koliby et al. [34] highlight the importance of digital marketing capabilities in supporting an entrepreneurial culture to improve organizational performance, showing a close relationship between EC, IC, DMC, and SCP in manufacturing SMEs. This study enriches the literature by linking entrepreneurial culture with the adoption of digital marketing as a strengthening factor of sustainable performance in the SME sector. Meanwhile, Lee & Ng [35] emphasize that an organizational culture that supports the adoption of e-marketing and the development of effective implementation capabilities is essential for improving organizational performance.
H3. 
Organizational Culture has a positive and direct effect on Digital Marketing.

2.4. Organizational Culture and Sustainable Performance

Organizational culture is considered one of the unique characteristics that distinguish and shape a company’s identity [19]. A strong and positive organizational culture can provide several benefits for an organization, including improved employee performance and customer satisfaction [36]. From the RBV Theory perspective, a strong organizational culture not only creates valuable internal capabilities but also enhances the organization’s ability to develop sustainable innovations [29].
Moslehpour et al. [16] found that an organizational culture that supports sustainability is positively associated with improved sustainable performance. This is in line with the study by Gebril Taha and Espino-Rodriguez [37], which showed that a strong organizational culture can enhance operational efficiency and strengthen sustainable business strategies. Likewise, the study by Abdulrahim et al. [15] revealed that organizations supported by good governance can improve sustainable performance. Previous research has shown a significant connection between organizational culture and sustainable performance. To strengthen this theory, the following hypothesis is formulated:
H4. 
Organizational Culture has a positive and direct effect on Sustainable Performance.

2.5. Digital Marketing and Sustainable Performance

Digital marketing is defined as the utilization of digital platforms such as the Internet, social media, and other digital technologies to deliver marketing messages to a broader and more segmented audience [38]. Digital marketing also creates opportunities for personalized messaging and more precise targeting [39]. In addition, digital marketing strategies can also support other business activities such as promotion and brand development [14]. Based on Resource-Based View Theory [29], an organization’s competitive advantage depends on how strategic resources, including digital marketing technology, are utilized to achieve sustainable business goals. From the perspective of Dynamic Capability Theory, organizations need to have the ability to adapt to rapid changes in the business environment, particularly in the implementation of digital marketing, which is constantly evolving [18]. Dynamic Capability Theory emphasizes an organization’s ability to continuously adapt, integrate, and rebuild internal and external competencies to respond to dynamic environmental changes [40].
Several previous studies have analyzed the influence of digital marketing on sustainable performance. The study by Erwin et al. [41] showed that the effective use of digital marketing can enhance operational efficiency and support business sustainability through the optimization of marketing resources. Meanwhile, Gao et al. [42] showed that the use of digital marketing contributes to increased profitability, which in turn supports sustainability. Udayana et al. [43] also emphasized that the effective implementation of digital marketing can improve customer engagement and the efficiency of marketing strategies, which contributes to sustainable performance. All studies reveal the existence of a relationship between digital marketing and sustainable performance. To gain a deeper understanding of the influence of digital marketing on sustainable performance, the following hypothesis is formulated:
H5. 
Digital Marketing has a positive and direct effect on Sustainable Performance.

2.6. Knowledge Sharing

Knowledge-Based View (KBV) Theory explains that knowledge is an organization’s core asset and argues that sharing knowledge among organizational members can enhance the organization’s capability to innovate and adapt [44]. In this context, knowledge sharing enables the organization to improve its adaptation and innovation processes, which are crucial for achieving sustainable performance. Knowledge sharing is the process by which members exchange personal experiences and information, allowing others to benefit from them. Knowledge sharing refers to the process where individuals or groups within an organization share information, experiences, and skills to enhance collective performance [45]. The process of knowledge sharing can occur formally or informally through various methods, such as meetings, training sessions, discussion forums, or even daily interactions among coworkers [23]. Organizations can leverage diverse perspectives and expertise to produce more creative and efficient solutions by sharing knowledge.
Research has shown that companies with strong knowledge-sharing systems are more likely to experience improvements in productivity, customer satisfaction, and competitiveness [46]. In the organizational context, knowledge sharing enables better collaboration among individuals and teams, and accelerates the distribution of knowledge that supports better decision-making and sustainable innovation. Furthermore, in an organizational culture that supports sustainability, knowledge sharing facilitates the rapid adoption of changes and innovations, which are essential for improving sustainable performance [46].
Based on the explanation above, the researchers assume that knowledge sharing can act as a moderator that strengthens the influence of sustainable leadership and organizational culture on sustainable performance. To validate this assumption, further testing is required. Therefore, in this study, the following research hypotheses are formulated:
H6. 
Knowledge sharing positively moderates the effect of Organizational Culture on Sustainable Performance.
H7. 
Knowledge sharing positively moderates the effect of Sustainable Leadership on Sustainable Performance.
Figure 1 is the structural model that illustrates the relationships between the variables tested in this study. This model represents the hypotheses that have been formulated, as well as the interrelationships among the variables.

3. Research Methods

3.1. Population and Sample

This study falls into the category of exploratory research, which aims to provide a deeper understanding of the relationships among the analyzed variables [47]. The approach applied in this study is positivist or quantitative, focusing on exploratory and hypothesis testing [48]. The research location consists of tourism facility companies operating in Natural Tourism Parks across Indonesia. The population in this study includes all tourism facility companies operating in natural tourism areas throughout Indonesia that have obtained official licenses from the Ministry of Environment, not merely companies within natural tourism areas in general. The chosen respondents are managers or executives of tourism-related facilities who are thought to possess a thorough understanding of the business strategies and operations of the organization. The sampling technique used is saturated sampling, where the entire population that meets the research criteria is included in the study [49]. Therefore, the total sample size in this study consists of 103 tourism facility companies.

3.2. Data Collection

This study was conducted from February to April 2025. Data were collected using a questionnaire distributed online with the help of Google Forms. The questionnaire was directed at leaders or managers of registered tourism facility companies with official licenses from the Ministry of Environment. The questionnaire employed a 5-point Likert scale, ranging from “Strongly Disagree” to “Strongly Agree,” to assess the respondents’ perceptions of the variables. The primary objective of this study is to examine the effects of sustainable leadership, organizational culture, and digital marketing on sustainable performance. Furthermore, the study investigates the moderating effect of knowledge sharing on the relationship between sustainable leadership and organizational culture with sustainable performance. The variables used in this study, along with the relevant indicators, are presented in Table 1.

3.3. Analysis Method

In this study, hypothesis testing is conducted using data analysis methods based on Partial Least Squares (PLS) and the SmartPLS 4.1.1.2 software. The focus of this study is to examine and analyze the causal relationships between exogenous and endogenous variables, while also profiling each variable. The PLS technique was chosen for its advantages in confirming theoretical relationships within structural models [54]. This approach also allows for the evaluation of both direct and indirect relationships between variables, providing a better understanding of each variable’s impact on sustainable performance [55]. By using PLS, this study also explores how knowledge sharing moderates the relationships among these variables [56]. The primary focus of this study is to examine and analyze the causal relationships between exogenous variables (sustainable leadership, organizational culture, and digital marketing) and endogenous variables (sustainable performance) while also profiling each variable. In this context, the study aims to assess the direct and indirect effects of the variables on sustainable performance and explore how knowledge sharing moderates these relationships.

4. Results

4.1. Descriptive Statistics

Table 2 shows the characteristics of the respondents who participated in this study. Based on age, the majority of respondents are in the 40–49 age range (38 individuals), followed by those in the 50–59 age range (33 individuals) and the 30–39 age range (29 individuals). This suggests that most respondents are in the more mature and experienced age group within the workforce. In terms of gender, the majority of respondents are male (86 individuals), while females represent only 17 individuals. This indicates a gender imbalance in the respondent population, which might reflect a more male-dominated distribution in the sector or industry under study. There is a wide variation regarding position, with 42 individuals occupying the manager position, followed by the owner (24 individuals), the director (21 individuals), and the supervisor (16 individuals) positions. This indicates that most respondents hold managerial or influential positions within their organizations.

4.2. Measurement Model

This study aims to test the causal relationships among variables. Therefore, the analysis was conducted using the Structural Equation Modeling-Partial Least Squares (SEM-PLS) method with the assistance of SmartPLS 4.1.1.2 software. The Partial Least Squares (PLS) method was selected as an alternative for constructing and testing structural equation models due to its advantages over covariance-based approaches (CB-SEM) [57,58]. One of the key strengths of PLS-SEM is its ability to handle non-normally distributed data, as it is a non-parametric technique [59]. Additionally, PLS-SEM is ideal for research with limited sample sizes [59], which aligns with the characteristics of this study. The analysis was performed using SmartPLS 4 through two main stages: evaluation of the measurement model and evaluation of the structural model [60]. Figure 2 below presents the output of the SEM-PLS analysis using SmartPLS 4.1.1.2 software.
Table 3 presents the factor loadings for all indicators, Cronbach’s Alpha (CA), Composite Reliability (CR), and Average Variance Extracted (AVE) for each variable. The minimum threshold for factor loading is 0.7 [54]. Since all factor loadings for each indicator in this study are above 0.7 (>0.7), all indicators are concluded to be valid.
Composite Reliability (CR) is used to assess the internal consistency reliability of each construct [56]. The recommended minimum threshold for CR is 0.7 [61]. Referring to Table 3, all constructs show CR values greater than 0.7 (>0.7), indicating that the measurement model has adequate reliability. Meanwhile, convergent validity is assessed using the Average Variance Extracted (AVE) value. A construct is considered to meet the requirement of convergent validity if the AVE value exceeds 0.5 [61]. Based on the results presented in Table 3, all constructs in the measurement model have AVE values above the specified threshold. Therefore, the convergent validity of this model is confirmed.
Three main measures are used to evaluate the discriminant validity of a construct in structural equation modeling, namely, cross-loading values, HTMT values, and the Fornell–Larcker criteria [62]. In variance-based SEM research, many researchers recommend HTMT as a more reliable measure [62]. Therefore, this study selects HTMT to test discriminant validity. Table 4, which discusses discriminant validity, shows the HTMT values for each construct. The recommended threshold for HTMT is 0.85 or lower [63]. The table shows that all HTMT values are below the threshold, indicating that all constructs have good discriminant validity.
Table 5 presents the model fit indices used in this study. The R2 (R-Square) value for construct Y1 is 0.518, indicating that 51.8% of the variance in Y1 can be explained by the independent variables in the model. Meanwhile, the R2 value for construct Y2 is 0.902, meaning that 90.2% of the variance in Y2 can be explained by the independent variables. The Standardized Root Mean Square Residual (SRMR) value is 0.086, which remains within the acceptable threshold. Although an ideal SRMR value is below 0.08 for a well-fitting model, according to Yamin [64], SRMR values between 0.08 and 0.1 are still considered tolerable. Furthermore, the Normed Fit Index (NFI) value of 0.900 indicates a good level of model fit, as NFI values approaching or exceeding 0.90 are considered to reflect an adequate model fit [55].

4.3. Structural Model

The results of hypothesis testing presented in Table 6 show five direct relationships being tested, three of which are statistically supported. The hypothesis testing results indicate that Hypothesis 1 (H1), which examines the effect of sustainable leadership on digital marketing, is not statistically supported, with a path coefficient of 0.031 and a p-value of 0.191. This indicates that sustainable leadership does not have a significant direct effect on digital marketing in the context of this study. In contrast, Hypothesis 2 (H2), which tests the effect of sustainable leadership on sustainable performance, is supported, with a path coefficient of 0.070 and a p-value of 0.000. This suggests that sustainability-oriented leadership enhances organizational sustainable performance.
Hypothesis 3 (H3), concerning the influence of organizational culture on digital marketing, is also not supported, as indicated by a path coefficient of –0.019 and a p-value of 0.420 (>0.05). This shows that organizational culture does not significantly contribute to digital marketing. However, Hypothesis 4 (H4), which tests the effect of organizational culture on sustainable performance, is statistically supported, with a path coefficient of 0.124 and a p-value of 0.000 (<0.05). This indicates that organizational culture has a significant and positive impact on sustainable performance.
Finally, Hypothesis 5 (H5), which examines the relationship between digital marketing and sustainable performance, is strongly supported, with a path coefficient of 0.655 and a p-value of 0.000. This result shows that digital marketing plays a significant and positive role in influencing sustainable performance.
Table 7 shows the results of the indirect hypothesis testing in this study. The results of testing Hypothesis 6 (H6) indicate that sustainable leadership has a significant effect on sustainable performance through knowledge sharing. With a path coefficient of 0.377 and a p-value of 0.000, this hypothesis is statistically supported. This finding suggests that the presence of knowledge sharing within the organization can strengthen the influence of sustainable leadership in enhancing the organization’s sustainable performance. Similarly, Hypothesis 7 (H7) shows that organizational culture significantly affects sustainable performance through knowledge sharing. The path coefficient of 0.411 with a p-value of 0.000 indicates that an organizational culture driven by effective knowledge sharing has a significant and positive impact on achieving sustainable performance.

5. Discussion

The results of this study indicate that sustainable leadership does not have a significant direct effect on digital marketing, with a path coefficient of 0.031 and a p-value of 0.191. This finding contrasts with the study conducted by Akram et al. [26], which also demonstrated that transformational leadership has a significant influence on the adoption of digital marketing and e-commerce, which in turn influences both environmental and financial performance. The results of this study may be influenced by contextual differences across industries. This study provides insight into tourism companies’ need to identify other factors that may influence digital marketing. However, companies still need to focus on sustainable leadership [26].
This study supports the hypothesis testing the effect of sustainable leadership on sustainable performance, with statistically significant results (coefficient = 0.070, p-value = 0.000). This finding is consistent with the research of Iqbal et al. [20], which revealed that sustainable leadership has a positive impact on sustainable performance. Sustainability-oriented leaders focus not only on short-term profit but also consider the social and environmental impacts of their decisions, which ultimately contribute to the organization’s long-term performance. Moreover, the study by Asad et al. [31] reinforces this finding, showing that sustainable leadership plays an essential role in enhancing organizational adaptation to more sustainable business practices, which in turn improves long-term performance. The results of this study emphasize the importance of sustainable leadership in driving long-term performance by considering environmental and social factors. Tourism companies, particularly in Indonesia, can leverage leadership development programs that focus on sustainability principles.
The study also found that organizational culture does not have a significant influence on digital marketing, with a path coefficient of –0.019 and a p-value of 0.420. This contradicts the findings of Al Koliby et al. [34], which indicated that entrepreneurial culture can strengthen digital marketing adoption in the SME sector. Additionally, Lee & Ng [35] showed that organizations with a culture that supports e-marketing adoption tend to possess stronger implementation capabilities, which subsequently enhance organizational performance. Therefore, differences in context and cultural readiness within the organizations studied may explain why organizational culture does not significantly influence digital marketing in this research. Although organizational culture does not significantly impact digital marketing in this study, tourism companies still need to focus on building a culture that encourages flexibility and responsiveness to market changes, especially given the increasing consumer demand for sustainable practices [35].
This study supports Hypothesis 4 (H4), which tests the effect of organizational culture on sustainable performance, with significant results (path coefficient = 0.124; p-value = 0.000). This finding is consistent with the study by Moslehpour et al. [16], which showed that an organizational culture that supports sustainability is positively associated with improvements in sustainable performance. Additionally, Gebril Taha and Espino-Rodriguez [37] found that a culture that supports operational efficiency and sustainable business strategies can significantly enhance organizational performance. This result is further supported by Abdulrahim et al. [15], who demonstrated that organizations with strong governance and culture can improve sustainable performance. The practical implications of these findings are that tourism companies must build a culture that actively promotes environmentally friendly business practices. A good organizational culture incorporates sustainability values, which not only improves the company’s performance but also enhances its competitiveness and reputation in the market [65].
Furthermore, the study finds that digital marketing has a significant and positive effect on sustainable performance, with a path coefficient of 0.655 and a p-value of 0.000. This aligns with the findings of Erwin et al. [41], who indicated that digital marketing enhances operational efficiency and supports business sustainability. Gao et al. [42] also found that digital marketing use contributes to increased profitability, which ultimately supports organizational sustainability. Similarly, Udayana et al. [43] confirmed that effective implementation of digital marketing improves customer engagement and marketing strategy efficiency, contributing to sustainable performance. The findings of this study show that digital marketing is a powerful tool for enhancing sustainable performance. Therefore, tourism companies (especially in Indonesia) should pay attention to digital marketing strategies that promote their services and highlight their commitment to sustainability.
The results of testing Hypotheses 6 (H6) and 7 (H7) show that knowledge sharing acts as a significant moderator that strengthens the influence of both sustainable leadership and organizational culture on sustainable performance. This finding serves as a novelty in this study, as few journals are exploring this complex relationship. Therefore, this research may serve as a foundation for future studies. In this context, sustainable leadership and organizational culture, when driven by effective knowledge sharing, can enhance sustainable performance, as indicated by the significant path coefficients (0.377 for H6 and 0.411 for H7) with p-values of 0.000. Saragih and Hermanto [66] concluded that knowledge sharing plays a crucial role in enhancing sustainable organizational performance, especially in environments that encourage collaboration and innovation. They demonstrated that effective knowledge sharing can connect organizational cultures that support collaboration and innovation with achieving better sustainable performance outcomes. Research by Lei et al. [67] further asserts that knowledge sharing not only facilitates innovation but also strengthens the role of leadership in guiding organizations toward sustainable goals. Moreover, the moderating role of knowledge sharing reveals that sustainable performance can be achieved more optimally when an open organizational culture and sustainable leadership are combined with efficient knowledge-sharing strategies. To improve sustainable performance, this study provides fresh perspectives on the intricate interaction that exists between knowledge sharing, organizational culture, and sustainable leadership. Knowledge sharing not only supports but also expedites the adoption of sustainability in enterprises, according to the findings, which include strong path coefficients.

6. Conclusions

This study investigates the influence of sustainable leadership, organizational culture, digital marketing, and knowledge sharing on sustainable performance in companies operating in the tourism facilities sector in Indonesia. Based on the findings from the study conducted on companies engaged in tourism facilities in Indonesia, sustainable leadership and organizational culture have a significant influence on sustainable performance. This study confirms that both sustainable leadership and organizational culture significantly affect sustainable performance, underscoring the importance of these two factors in promoting long-term sustainability in the tourism industry [16,20]. This study also found that sustainable leadership and organizational culture in tourism facility companies in Indonesia do not have a significant impact on the implementation of digital marketing within these companies. This contrasts with the findings of Akram et al. [26]. These contrasting results suggest that contextual differences across industries may play a key role in shaping digital marketing strategies. This study adds to and expands existing theory, as it does not find a significant influence between sustainable leadership, organizational culture, and the adoption of digital marketing. Nevertheless, further research on this relationship would further enrich the existing knowledge.
Furthermore, digital marketing demonstrates a strong role in enhancing sustainable performance, indicating that digital strategies can serve as a key factor in driving sustainability in the tourism sector. These findings support several previous studies [41,42]. This certainly strengthens the existing theory that digital marketing is a crucial factor in influencing sustainable performance. Moreover, this study reveals that knowledge sharing acts as a moderating variable that strengthens the relationship between sustainable leadership and organizational culture with sustainable performance. Through effective knowledge sharing within the organization, sustainable leadership and a culture that supports sustainability can be more easily implemented, which in turn enhances sustainable performance. These findings emphasize the importance of collaboration and knowledge distribution in creating sustainable solutions and strengthening the organization’s ability to adapt to rapid changes, thereby improving competitiveness in the tourism industry.

7. Limitations and Future Research

Although this study provides valuable insights into the influence of sustainable leadership, organizational culture, and digital marketing on sustainable performance in tourism facility companies in Indonesia, there are several limitations that should be considered. This study is limited to the tourism facility sector in Indonesia. Therefore, the generalization of the findings should be approached cautiously, especially when applied to different sectors or regions.
Future research could expand the scope by including other industry sectors, both in Indonesia and in other countries, to understand whether these findings can be applied beyond the tourism sector. Given that sustainability is a global issue, conducting comparative studies across different sectors or geographic regions could provide a broader perspective on the factors influencing sustainable performance at the international level. Future research could also explore the role of cultural differences in shaping the impact of sustainable leadership, organizational culture, and digital marketing on sustainable performance across different countries. The tourism industry, which is greatly influenced by cultural factors, may face different challenges and opportunities in adopting sustainability practices based on the existing cultural context. Cross-cultural studies can provide deeper insights into how sustainability is perceived and adopted globally.

Author Contributions

Conceptualization, I.W., K.R., Y.A. and M.F.R.; Data curation, I.W.; Formal analysis, I.W., K.R., Y.A. and M.F.R.; Investigation, K.R., Y.A. and M.F.R.; Methodology, I.W., K.R., Y.A. and M.F.R.; Resources, I.W., K.R., Y.A. and M.F.R.; Software, I.W.; Validation, K.R., Y.A. and M.F.R.; Visualization, I.W.; Writing—original draft, I.W.; Writing—review and editing, K.R., Y.A. and M.F.R. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

This study was approved by the Ethics Committee of the Faculty of Administrative Sciences at the University of Brawijaya.

Informed Consent Statement

Participants were thoroughly informed about the study’s objectives and their rights to confidentiality and anonymity before voluntarily consenting to participate. Written informed consent was obtained from all participants.

Data Availability Statement

The data used in this study are confidential and can be requested. Data requests can be made via the corresponding author’s email.

Acknowledgments

The authors wish to thank the Faculty of Administrative Sciences, Universitas Brawijaya, for their ongoing support and the facilities provided during this research.

Conflicts of Interest

The authors declare no conflict of interest.

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Sustainability 17 06238 g001
Figure 1. Structural Model.
Figure 1. Structural Model.
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Sustainability 17 06238 g002
Figure 2. SmartPLS Output. X1: Sustainable Leadership; X2: Organizational Culture; Y1: Digital Marketing; Y2: Sustainable Performance; Z: Knowledge Sharing.
Figure 2. SmartPLS Output. X1: Sustainable Leadership; X2: Organizational Culture; Y1: Digital Marketing; Y2: Sustainable Performance; Z: Knowledge Sharing.
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Table 1. List of Variables and Indicators.
Table 1. List of Variables and Indicators.
VariablesIndicatorsSource
Sustainable Leadership (X1)Stakeholder Engagement (X1.1)[22]
Ethical Decision-Making (X1.2)
Visionary Thinking (X1.3)
Environmental Stewardship (X1.4)
Organizational Culture (X2)Collaboration (X2.1)[50]
Willingness to Collaborate (X2.2)
Reciprocal Faith in Ability (X2.3)
Reciprocal Faith in Behaviour (X2.4)
Formal Training Programs (X2.5)
Encouragement for Participation (X2.6)
Digital Marketing (Y1)New Avenue for Promotion Mix (Y1.1)[51]
Content Alignment (Y1.2)
Misleading Information (Y1.3)
Privacy Issues (Y1.4)
Revenue Growth (Y1.5)
Low Investment (Y1.6)
Customer Participation (Y1.7)
Immediate Customer Response (Y1.8)
Attention Grabbing (Y1.9)
Measurability (Y1.10)
Marketing Opportunities (Y1.11)
Word of Mouth (WOM) (Y1.12)
Sustainable Performance (Y2)Economic Sustainability (Y2.1)[52]
Social Sustainability (Y2.2)
Environmental Sustainability (Y2.3)
Knowledge Sharing (Z1)Internal Knowledge Sharing (Z1.1)[53]
External Knowledge Sharing (Z1.2)
Table 2. Characteristics of Respondents.
Table 2. Characteristics of Respondents.
CharacteristicsCategoryCount
Age30–39 Years29
40–49 Years38
50–59 Years33
GenderMale86
Female17
PositionOwner24
Director21
Manager42
Supervisor16
Table 3. Loading, Composite Reliability, and AVE.
Table 3. Loading, Composite Reliability, and AVE.
VariableIndicatorFactor LoadingCACRAVE
Sustainable LeadershipX1.10.8130.8450.8520.683
X1.20.864
X1.30.837
X1.40.789
Organizational CultureX2.10.7070.8730.8710.616
X2.20.727
X2.30.828
X2.40.852
X2.50.812
X2.60.818
Digital MarketingY1.10.8580.9700.9710.754
Y1.20.831
Y1.30.845
Y1.40.905
Y1.50.906
Y1.60.888
Y1.70.882
Y1.80.880
Y1.90.827
Y1.100.892
Y1.110.886
Y1.120.810
Sustainable PerformanceY2.10.9190.9000.9030.834
Y2.20.919
Y2.30.901
Knowledge SharingZ10.9550.9080.9080.915
Z20.958
Source: Processed by the Researchers, (2025).
Table 4. HTMT Result. X1: Sustainable Leadership; X2: Organizational Culture; Y1: Digital Marketing; Y2: Sustainable Performance; Z: Knowledge Sharing.
Table 4. HTMT Result. X1: Sustainable Leadership; X2: Organizational Culture; Y1: Digital Marketing; Y2: Sustainable Performance; Z: Knowledge Sharing.
ConstructX1X2Y1Y2Z
X1
X20.829
Y10.2980.327
Y20.2140.1950.843
Z0.4480.2800.5720.814
Source: Processed by the Researchers, (2025).
Table 5. Model Fit.
Table 5. Model Fit.
IndicatorConstruct
Y1Y2
R20.5180.902
SRMR0.086
NFI0.900
Source: Processed by the Researchers, (2025).
Table 6. Hypothesis Testing (Direct Effects).
Table 6. Hypothesis Testing (Direct Effects).
RelationshipPath Coeff.p-ValueConclusion
H1Sustainable LeadershipDigital Marketing0.0310.191Not Supported
H2Sustainable LeadershipSustainable Performance0.0700.000Supported
H3Organizational CultureDigital Marketing−0.0190.420Not Supported
H4Organizational CultureSustainable Performance0.1240.000Supported
H5Digital MarketingSustainable Performance0.6550.000Supported
Source: Processed by the Researchers, (2025).
Table 7. Hypothesis Testing (Indirect Effects).
Table 7. Hypothesis Testing (Indirect Effects).
RelationshipPath
Coeff.		p-ValueConclusion
EksogenModeratingEndogen
H6Sustainable LeadershipKnowledge SharingSustainable Performance0.3770.000Supported
H7Organizational CultureKnowledge SharingSustainable Performance0.4110.000Supported
Source: Processed by the Researchers, (2025).
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MDPI and ACS Style

Wijaya, I.; Rahardjo, K.; Abdillah, Y.; Riza, M.F. The Influence of Sustainable Leadership, Organizational Culture, and Digital Marketing on Sustainable Performance: A Study on Tourism Sector Companies in Indonesia. Sustainability 2025, 17, 6238. https://doi.org/10.3390/su17146238

AMA Style

Wijaya I, Rahardjo K, Abdillah Y, Riza MF. The Influence of Sustainable Leadership, Organizational Culture, and Digital Marketing on Sustainable Performance: A Study on Tourism Sector Companies in Indonesia. Sustainability. 2025; 17(14):6238. https://doi.org/10.3390/su17146238

Chicago/Turabian Style

Wijaya, Indra, Kusdi Rahardjo, Yusri Abdillah, and Muhammad Faisal Riza. 2025. "The Influence of Sustainable Leadership, Organizational Culture, and Digital Marketing on Sustainable Performance: A Study on Tourism Sector Companies in Indonesia" Sustainability 17, no. 14: 6238. https://doi.org/10.3390/su17146238

APA Style

Wijaya, I., Rahardjo, K., Abdillah, Y., & Riza, M. F. (2025). The Influence of Sustainable Leadership, Organizational Culture, and Digital Marketing on Sustainable Performance: A Study on Tourism Sector Companies in Indonesia. Sustainability, 17(14), 6238. https://doi.org/10.3390/su17146238

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