Strategic Sustainability and Strategic CSR
A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".
Deadline for manuscript submissions: closed (20 October 2023) | Viewed by 6498
Special Issue Editor
Interests: strategic sustainability; strategic CSR
Special Issues, Collections and Topics in MDPI journals
Special Issue Information
Dear Colleagues,
The significance of SMEs and corporations to regional economic development (in terms of their economic and social development potential) has been well documented in the literature. Since the turn of the millennium, there has been increasing interest as to what constitutes best-practice strategic sustainability in this regard; at its core, this interest has focused on studying the mechanisms by which the positive economic and social impacts of SMEs and corporations can be maximized while damage to the environment is minimized. Research into strategic sustainability management has played out prominently in terms of the triple bottom line (TBL) (i.e., on economic, social, and environmental issues). While the TBL approach to sustainability management and academic research has underpinned considerable progress in terms of event sustainability knowledge and performance, there is recognition that new conceptualizations are needed to maintain momentum in this regard. Rambaud and Richard (2015), for example, criticized the conflation of the TBL approach with the development of sound sustainability strategy and sought new approaches that included consideration of strategic inputs and measurable value generation. Similarly, Isil and Hernke (2017) noted that as the TBL framework operates predominantly as a reporting tool, there is a tendency for organizations to cherry-pick ‘what’ sustainability outcomes to report and ‘when’ to report them; this can reduce sustainability strategy development into mere window‐dressing to enhance legitimacy as a response to government and/or public pressure. Recognition of the limitations of the TBL framework, along with the need to advance our knowledge of effective strategic sustainability management, has led to calls to examine the factors critical to the strategic management of economic, social, and environmental sustainability (see Donnelly and Wickham, 2022). As such, the broad research opportunity to be addressed by this Special Issue is to explore the array of factors are associated with best-practice strategic sustainability management in SMEs and corporations operating in different national and industry contexts.
Donnelly, T.I., & Wickham, M.D. (2021). Exploring the antecedent resources and capabilities of strategic corporate social responsibility. Social Responsibility Journal, 17(7), 985–1006. https://doi.org/10.1108/SRJ-12-2018-0334
Isil, O., & Hernke, M. T. (2017). The triple bottom line: A critical review from a transdisciplinary perspective. Business Strategy & the Environment, 26, 1235–1251. https://doi.org/10.1002/bse.1982
Rambaud A., & Richard J. (2015). The ‘triple depreciation line’ instead of the ‘triple bottom line’: Towards a genuine integrated reporting. Critical Perspectives on Accounting, 33, 92–116. https://doi.org/10.1016/j.cpa.2015.01.012
Dr. Mark Wickham
Guest Editor
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Keywords
- strategic sustainability
- strategic CSR