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Influencing attitudes, changing behaviours and embedding a pro-sustainability mindset in the workplace.Although several sustainability implementation frameworks have been proposed, researchers have not yet proposed theories or models to help organisations speed up the rate of sustainability diffusion and narrow the gap between what is known and what is put into use. This study sought to fill this gap by proposing a sustainability diffusion model. The model was developed from an exhaustive review of the corresponding literature. It uses Rogers' (1962) diffusion of innovations theory and Ajzen's (1991) theory of planned behaviour as a theoretical foundation. The model was tested and its structural architecture was validated in three different sustainability contexts; namely, duplex printing in UK universities; sustainable computing in service-based businesses; and sustainability culture in UK universities. The primary data was analysed statistically using SPSS, and structural equation modelling (SEM) in particular was used to validate the structural architecture of the proposed model. The SEM results indicate that the structural architecture of the theory of planned behaviour is well-founded. All the hypotheses that underline the theory's paths were supported. In contrast, the structural architecture of the diffusion of innovations theory was weakly supported. Some of the paths were rejected in at least two occasions. For example, the relationship between pro-sustainability knowledge and attitude was neither statistically significant nor directional. Moreover, several components of the 'verified' model turned out to be statistically insignificant or were rejected altogether. These were knowledge, perceived self interest, perceived persuader legitimacy, perceived consequences, perceived argument quality, trialability and perceived source credibility. Accordingly, once these constructs were removed and the model was restructured in accordance with the results of SEM analysis, an entirely new version of the 'sustainability diffusion model' emerged (See Figure IX-2). The architecture of the new model suggests that in order to speed up the rate of sustainability diffusion, change agents must emphasise the relative advantage, compatibility, subjective norm and the urgency of the pro-sustainability initiative under implementation and de-emphasise any complexities or risks associated with its operationalisation. Unexpectedly, the new version of the proposed model relies more on Ajzen's (1991) theory of planned behaviour as a theoretical foundation than on Rogers' (1983) innovation-decision process model. In other words, the new model maintained almost all the features of the theory of planned behaviour, but it only absorbed some, but not all, of the components of Rogers' innovation-decision process model. Nevertheless, the new model maintained its holistic nature. It still takes into account both the person-specific and innovation-specific factors that influence the diffusion, adoption and actualisation of pro-sustainability behaviours/initiatives.