Enterprise Sustainability: From Management System to Corporate Social Responsibility

Dear Colleagues,

Enterprise sustainability has emerged as a serious paradigm in the modern business landscape, reflecting the growing recognition that enterprises must balance economic growth with environmental stewardship and social equity (Dyllick et al., 2016). At its core, enterprise sustainability goes beyond the traditional pursuit of profit, emphasizing (short and long-term) value creation through (ir)responsible practices that address ecological, social, and governance challenges (van Zanten et al., 2021). This shift requires organizations to integrate sustainability into their management systems, treating it not as an add-on but as a strategic imperative (Stanitsas et al., 2021).

Effective management systems for sustainability involve embedding (best and worst) practices in different areas, such as resource efficiency, waste reduction, and ethical supply chain management, into operational frameworks. These systems enable organizations to mitigate risks, optimize costs and earnings, and enhance resilience while aligning with global sustainability goals, such as the United Nations’ Sustainable Development Goals (United Nations et al., 2015).

Corporate social responsibility (CSR) serves as a cornerstone of enterprise sustainability, extending beyond compliance to (reactive) proactive engagement with stakeholders (Maitland et al., 2021). CSR initiatives—ranging from environmental conservation to community development and ethical labor practices—demonstrate a commitment to societal well-being (Crowther et al., 2021). By aligning CSR strategies with core business objectives, companies can foster trust, strengthen brand reputation, and drive innovation. Also, different pressures, events, and effects may generate contradictory impacts (Porter et al., 2006).

In essence, enterprise sustainability bridges management systems and CSR, creating a holistic approach that balances profitability with purpose (Idowu et al., 2023). As environmental and social pressures intensify, organizations that embrace sustainability as a cultural and operational priority are better positioned to thrive in an increasingly complex and interconnected world (Lozano et al., 2023). This evolution underscores the role of businesses as catalysts for positive change, driving both economic prosperity and planetary health (Elkington et al., 1997).

This Special Issue encourages scholarly submissions that introduce forward-thinking, inspiring, reflective, and original perspectives on enterprise sustainability. The editors particularly request contributions that advance the state of knowledge and practice in sustainability; corporate social responsibility (CSR); and environmental, social, and governance (ESG) streams. Special emphasis will be placed on papers that explore or develop innovative methodologies and frameworks capable of integrating multi-stakeholder engagement and macro and micro level, systemic and comprehensive sustainability approaches.

• (inconsistent) Accountability practices (Michelon et al., 2015).
• (ad hoc) Strategic integration of sustainable goals (Scheyvens et al., 2016).
• (dark) Transparent and standardized sustainability reporting (Hahn et al., 2013).
• (non-) Compliance with environmental and social regulations (Kolk et al., 2008).
• (tangible and intangible) Resources efficiency and circular economy (Geissdoerfer et al., 2017, Chen et al., 2022).
• (lack) Stakeholder engagement (Manetti et al., 2016).
• (doble) Materiality assessment (La Torre et al., 2020).
• (superficial and lack) Metrics of impact measurement (Burritt et al., 2016; Klymenko et al., 2021).
• (myopic and short-sighted) Sustainability governance (Hussain et al., 2021).
• (symbolic) Board oversight (Cho et al., 2015).
• (criticisms) Greenwashing (Delmas et al., 2011).
• (isolated) Sustainability efforts (Engert et al., 2016).
• (erosion) Credibility of enterprise sustainability (Lyon et al., 2015, Bebbington et al., 2020).
• (reactive) Conflict of interest (Bansal et al., 2014).
• (manipulation) Public trust (Siano et al., 2017).
• (false) Eco-claims (Walker et al., 2012).
• (undermines) Consume Education (Brown et al., 2012).
• (limited) Sustainability Literacy (Parguel et al., 2011).
• (Un)sustainability Gap (Boron et al., 2004).

The challenges above reveal that the road to enterprise sustainability is non-linear, marked by tensions, contradictions, and systemic barriers (Hahn et al., 2015). Nonetheless, evidence demonstrates that robust and authentic sustainability management leads to greater resilience, innovation, and long-term value creation (Eccles et al., 2014; López-Pérez et al., 2017). The authors should present papers with all types of methodologies, focusing on economic sectors, based on several countries and approaches.

References

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Dr. Rute Maria Gomes Abreu
Prof. Dr. Lu Hualiang
Guest Editors

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• sustainability
• management system
• corporate social responsibility
• business management
• governance
• ESG