This study investigates how “strategic bridging” practices—encompassing strategic alignment, organizational adaptation, goal integration, strategic risk management, and capital enhancement—advance sustainability maturity within the construction industry, addressing the challenge of translating sustainability objectives into operational practice. Using a quantitative design with 60 experienced decision-makers from manufacturing and production service firms of author main study of phd, the research applied item clustering and PLS-SEM analysis. Findings reveal a strong, statistically significant positive relationship between strategic bridging and sustainability maturity (β = 0.450, p < 0.001), with strategic alignment and objective integration emerging as the most influential predictors. The study proposes an applied framework urging decision-makers to dismantle organizational silos and embed environmental and social sustainability indicators into routine operational evaluations, thereby fostering sustainable competitive advantage.
