Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints

Topic Information

Dear Colleagues,

Global climate change and resource and environmental pressures are reshaping the competitive landscape and survival laws of the business world. Realizing sustainable development goals is not only a strategic action at the national level but also a core issue that enterprises must address at the micro level. In this context, the behavior of enterprises has evolved from passive compliance with social responsibility to a key factor affecting their long-term competitiveness, survival, and development. This Topic aims to select a series of academic papers that analyze, based on multiple dimensions and perspectives, how enterprises internalize environmental externalities and integrate sustainable concepts into their core businesses and value chains, ultimately achieving a win–win situation between economic performance and environmental benefits. We focus on the strategic choices and social value creation activities of enterprises under resource and environmental constraints and encourage the use of rigorous empirical research methods, including but not limited to econometric analysis, case studies, game model construction, input-output analysis, and network analysis, to provide persuasive scientific evidence.

Dr. Juan Lu
Dr. Guoxiang Li
Dr. Youfu Yue
Dr. Kejuan Sun
Topic Editors

Keywords

Participating Journals

Journal Name	Impact Factor	CiteScore	Launched Year	First Decision (median)	APC
Administrative Sciences admsci	3.1	5.6	2011	21.3 Days	CHF 1600	Submit
Economies economies	2.1	4.7	2013	23.1 Days	CHF 1800	Submit
Energies energies	3.2	7.3	2008	16.8 Days	CHF 2600	Submit
Sustainability sustainability	3.3	7.7	2009	17.9 Days	CHF 2400	Submit
World world	1.9	-	2020	24.7 Days	CHF 1200	Submit

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Published Papers (5 papers)

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All Administrative Sciences Economies World Sustainability Energies

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21 pages, 291 KB  

Open AccessArticle

Does Green Innovation Improve Environmental Performance in an Emerging Market? The Role of Ownership Structure

by Imen Gharbi, Imen Khanchel, Naima Lassoued and Ajayeb Abu Daabes

Sustainability 2026, 18(9), 4419; https://doi.org/10.3390/su18094419 - 30 Apr 2026

Viewed by 611

Abstract

This study investigates the effect of green innovation on environmental performance and the moderating role of ownership structure. A generalized method of moments regression approach was applied to a sample of 68 firms operating in the United Arab Emirates (UAE), observed from 2012 [...] Read more.

This study investigates the effect of green innovation on environmental performance and the moderating role of ownership structure. A generalized method of moments regression approach was applied to a sample of 68 firms operating in the United Arab Emirates (UAE), observed from 2012 to 2024. The results indicate a significant and positive relationship between green innovation and environmental performance. In addition, institutional and state ownership strengthen this relationship. Splitting the sample according to key UAE characteristics (firms listed on the Abu Dhabi Securities Exchange versus the Dubai Financial Market, and the pre-UAE Vision versus post-UAE Vision period) as well as economic conditions (COVID-19) provides further interesting results. Our findings remain robust across alternative estimation methods. The results show significant differences in how ownership structures moderate green innovation effectiveness across the two markets. We also find that green innovation’s effectiveness on environmental performance significantly intensifies after the UAE Vision’s announcement. Our findings also indicate that the positive impact of green innovation on environmental performance becomes more pronounced in the post-COVID period. This paper provides an in-depth assessment of the role of sustainable tools (particularly green innovation) in enhancing environmental performance in the United Arab Emirates. It offers valuable insights for board members, CEOs, regulators, and policymakers who remain undecided or hesitant about implementing sustainability-oriented practices. Full article

(This article belongs to the Topic Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints)

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32 pages, 1441 KB  

Open AccessArticle

The Barrier of Instrumental Environmental Consciousness Against the Porter Hypothesis: A Managerial Evaluation of Manufacturing Enterprises in Türkiye Under CBAM Pressure

by Arzu Yaroglu and Ahmet Yanik

Sustainability 2026, 18(8), 4010; https://doi.org/10.3390/su18084010 - 17 Apr 2026

Viewed by 281

Abstract

This study investigates how environmental consciousness motivations—grounded in Corporate Social Responsibility (CSR) theories (instrumental, political, integrative, and ethical)—influence environmental management performance (MP) and indirectly affect operational performance (OP). Specifically, the research examines these motivations under the intensifying pressure of the Carbon Border Adjustment [...] Read more.

This study investigates how environmental consciousness motivations—grounded in Corporate Social Responsibility (CSR) theories (instrumental, political, integrative, and ethical)—influence environmental management performance (MP) and indirectly affect operational performance (OP). Specifically, the research examines these motivations under the intensifying pressure of the Carbon Border Adjustment Mechanism (CBAM) within manufacturing firms in Türkiye. From a cost–benefit perspective, the study addresses whether dominant instrumental (cost-oriented) consciousness acts as a barrier to innovation-led gains predicted by the Porter Hypothesis. Analyzing data from 400 managers using the PLS-SEM method, findings reveal that while ethical and political consciousness positively enhance MP and OP, instrumental consciousness—driven by short-term cost-compliance pressures—exerts a significant negative impact. Furthermore, the statistical insignificance of integrative consciousness highlights a strategic integration gap for manufacturing enterprises in Türkiye. These results demonstrate that perceiving environmental regulations merely as a “cost burden” creates a structural barrier that breaks the strategic productivity cycle. The study concludes that to achieve a positive multiplier effect on competitiveness, firms must transition from instrumental compliance to integrated strategic commitment, guiding managers to distinguish between short-term instrumental efforts and long-term strategic commitments. Full article

(This article belongs to the Topic Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints)

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20 pages, 721 KB  

Open AccessArticle

Can Climate Adaptation Cities Curb Corporate ESG Decoupling?

by Jiapeng Li, Min Jiang and Shuwang Yang

Sustainability 2026, 18(8), 3814; https://doi.org/10.3390/su18083814 - 12 Apr 2026

Viewed by 500

Abstract

As climate governance policies are steadily rolled out and scrutiny over corporate social responsibility intensifies, corporate ESG decoupling undermines the efficacy of climate governance and resource allocation. Using data on Chinese listed firms from 2012 to 2022, this study exploits the China Pilot [...] Read more.

As climate governance policies are steadily rolled out and scrutiny over corporate social responsibility intensifies, corporate ESG decoupling undermines the efficacy of climate governance and resource allocation. Using data on Chinese listed firms from 2012 to 2022, this study exploits the China Pilot Climate Adaptation City (CPCAC) program in 2017 as a quasi-natural experiment and employs a difference-in-differences (DID) approach to identify the impact of the CPCAC on corporate ESG decoupling. The results show that the CPCAC significantly reduces firms’ ESG decoupling, with the mitigating effect being particularly pronounced in the environmental responsibility dimension. Moreover, CPCAC alleviates corporate ESG decoupling by reducing corporate agency costs. Heterogeneity results show exerting a stronger influence on firms in regions with strong Confucian culture, firms with higher managerial myopia, non-politically connected firms and highly digitalized firms. The findings enrich the literature on corporate ESG behavior and its interaction with the institutional environment, and offer valuable insights for advancing climate adaptation governance and improving ESG regulatory frameworks. Full article

(This article belongs to the Topic Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints)

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22 pages, 521 KB  

Open AccessArticle

ESG Performance, Innovation Capability and Organizational Resilience Under Environmental Uncertainty: Evidence from China

by Jianchun Yang, Jinxiao Wang and Jinglu Wang

Sustainability 2026, 18(6), 2806; https://doi.org/10.3390/su18062806 - 12 Mar 2026

Viewed by 549

Abstract

Climate change and tightening resource and environmental constraints are increasing the strategic importance of environmental, social, and governance (ESG) performance for firms’ long-term viability. This study examines whether ESG performance enhances organizational resilience in China and explores the roles of innovation capability and [...] Read more.

Climate change and tightening resource and environmental constraints are increasing the strategic importance of environmental, social, and governance (ESG) performance for firms’ long-term viability. This study examines whether ESG performance enhances organizational resilience in China and explores the roles of innovation capability and environmental uncertainty. Using an unbalanced panel of 1037 non-financial Chinese A-share listed firms from 2014 to 2022, we estimate panel models and conduct a series of robustness and endogeneity tests. The results show that ESG performance significantly improves organizational resilience. Innovation capability partially mediates this relationship, indicating that ESG enhances resilience in part by strengthening firms’ innovative capacity. Environmental uncertainty also positively moderates the effect of innovation capability on organizational resilience, although the evidence is modest. Further analysis shows that the positive ESG–resilience relationship is stronger among state-owned enterprises and small and medium-sized firms. Overall, the findings suggest that ESG functions not only as a sustainability signal, but also as an organizational capability that supports resilience under uncertainty. Full article

(This article belongs to the Topic Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints)

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19 pages, 2058 KB  

Open AccessArticle

A Data-Driven, Tiered Business Support Framework for Small, Medium, and Micro-Agro-Processing Enterprises in South Africa

by Petso Mokhatla, Yonas T. Bahta and Henry Jordaan

Sustainability 2026, 18(6), 2754; https://doi.org/10.3390/su18062754 - 11 Mar 2026

Viewed by 445

Abstract

The South African Government prioritises Small, Micro-, and Medium Enterprises (SMMEs) as catalysts for employment creation, in alignment with Sustainable Development Goal 8 (SDG 8), Decent Work and Economic Growth, which advocates for sustained, inclusive, and sustainable economic growth. However, the extent to [...] Read more.

The South African Government prioritises Small, Micro-, and Medium Enterprises (SMMEs) as catalysts for employment creation, in alignment with Sustainable Development Goal 8 (SDG 8), Decent Work and Economic Growth, which advocates for sustained, inclusive, and sustainable economic growth. However, the extent to which agro-processing SMMEs translate this policy ambition into measurable socio-economic gains remains contested due to persistent structural, financial, and operational constraints. This study develops a comprehensive, data-driven business support framework tailored to agro-processing SMMEs in the Free State province of South Africa. Employing a mixed-methods approach, survey data from 88 agro-processing SMMEs were analysed across 18 business performance dimensions. Average agreement scores and performance gaps were utilised to diagnose strengths and vulnerabilities within the sector. While overall performance was relatively strong (average agreement score: 86.7%), a critical weakness emerged in operational cost management (76.1%), revealing a 14.2% gap relative to the highest-performing dimension, equipment selection (90.3%). Based on these empirical insights, the study proposes a three-tiered business support architecture: (i) maintaining and leveraging high-performing dimensions (≥85% agreement), (ii) targeted enhancement for moderate-performing areas (80–84.9%), and (iii) crisis intervention for critical weaknesses (<80%). The framework integrates cross-cutting support services, including financing, regulatory guidance, and technology access, delivered through a phased implementation strategy comprising crisis intervention, system establishment, and optimisation and scaling. A multi-channel delivery mechanism, combining a hub-and-spoke model, mobile support units, and a digital platform, ensures provincial accessibility. By translating performance diagnostics into differentiated policy action, the framework promotes efficient resource allocation, supports both high-potential and vulnerable agro-processing SMMEs, and embeds a robust monitoring and evaluation system to track key performance indicators. The study contributes to the SMME development literature by demonstrating how structured, tiered, and context-specific support models can strengthen resilience, competitiveness, and sustainable agro-industrial growth in developing-country settings. Full article

(This article belongs to the Topic Towards a Sustainable Future: Enterprises’ Strategic Choices and Social Value Creation Under Resource and Environmental Constraints)

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