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The literature on Sustainable Business Models (SBMs) has burgeoned, identifying different archetypes to capture the variety of business models applied. Little is known, however, regarding to what extent such SBMs are effectively driving sustainable performance. This paper addresses this gap by exploring how SBMs relate to sustainability performance, considering both overall sustainable performance and the balance across the three dimensions – environmental, social, and economic (integrated performance). Based on original survey data on B Corps located in Italy, Spain and the United Kingdom, our findings suggest that the implementation of most SBMs results in the prioritization of one sustainability dimension over the others, especially when it comes to economically-oriented SBMs. Furthermore, our study suggests that none of the SBM archetypes considered is associated with a balanced sustainable performance, that is, none of them are inherently better able to overcome tensions across the Triple Bottom Line. • We study how SBMs archetypes relate to sustainability performance (SP). • Most SBMs prioritise a triple bottom line (TBL) axes over the others. • Economically-oriented SBMs are not connected with superior SP. • No SBM archetype drives a balanced performance across TBL axes. • A means-end divide emerges. [ABSTRACT FROM AUTHOR]