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Sustainability in Corporate Governance and Strategic Management II

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 (26 March 2023) | Viewed by 9719

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Guest Editor
Centre for Governance and Sustainability & Department of Strategy and Policy, NUS Business School, National University of Singapore, 15 Kent Ridge Drive, Singapore 119245, Singapore
Interests: strategic management; innovation management; corporate sustainability; corporate governance
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Special Issue Information

Dear Colleagues,

Sustainability, in its current conceptualization, has evolved for several decades along the perspective of sustainable development. However, its alignment with corporate governance has taken a somewhat disparate trajectory. The received framing of sustainability, particularly in corporate practices, is in the so-called “ESG” area, which stands for “environmental, social and governance”. In essence, governance is positioned as an aspect or even constituent of sustainability.

However, governance is in reality a precursor that drives sustainability. It is the foundational underpinning of sustainability that determines its manifestation and contextualization. Indeed, corporate governance has progressed along its own disciplinary path that is separate from the sustainability development thread. It tends to encompass specific thrusts that relate to the primacy of the board of directors and particular issues in audit and risks. In addition, corporate governance covers broader representations in information disclosures and transparencies.

There is a pressing need for better scholarly expositions on the convergence of sustainability and corporate governance. This will have to go beyond existing practices and serve to guide new conceptual understandings and application modalities. More fundamentally, sustainability, together with corporate governance, are also critical considerations in the strategic management of organizations. The three notions, in fact, constitute a coherent triangle that determines organizational effectiveness and success in the broader external environment.

This Special Issue seeks scholarly papers that integrate sustainability with corporate governance in the setting of strategic management. It welcomes multifaceted approaches to the theme, including conceptual, empirical, and case studies. These can deal with a variety of settings, such as for-profit companies, including family businesses; nonprofit organizations, including charities; and public sector agencies, including governments.

Prof. Dr. Lawrence Loh
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Sustainability
  • Sustainable development
  • Corporate governance
  • Environmental, social and governance (ESG)
  • Sustainable strategy
  • Governance strategy

Published Papers (3 papers)

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Research

15 pages, 499 KiB  
Article
The Influence of Responsible Leadership on Strategic Agility: Cases from the Taiwan Hospitality Industry
by Ariana Chang, Tian-Shyug Lee, Hsiu-Mei Lee and Jing Wang
Sustainability 2023, 15(3), 2760; https://0-doi-org.brum.beds.ac.uk/10.3390/su15032760 - 03 Feb 2023
Cited by 3 | Viewed by 2228
Abstract
The COVID-19 pandemic has taken business uncertainty to an unprecedented level and put business agility and leadership under harsh tests, confronting a diverse and complicated stakeholder reality. Through original interview data and case studies from the hospitality industry in Taiwan collected and compiled [...] Read more.
The COVID-19 pandemic has taken business uncertainty to an unprecedented level and put business agility and leadership under harsh tests, confronting a diverse and complicated stakeholder reality. Through original interview data and case studies from the hospitality industry in Taiwan collected and compiled since the beginning of the COVID-19 pandemic in 2020, the present research explores how strategic agility can be built, fostered, and enhanced through responsible leadership and CSR initiatives during a time of grand challenges in the hospitality industry. We also discuss and highlight the role played by one stakeholder, namely, the local government, in contributing to strategic agility through reinforcing and possibly enabling responsible leadership during hardships. This paper sheds light both empirically and theoretically on the roles played by business leaders in contributing to strategic agility, which, in turn, helps to build a more socially responsible organization. Full article
(This article belongs to the Special Issue Sustainability in Corporate Governance and Strategic Management II)
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14 pages, 298 KiB  
Article
The Impact of Leadership Diversity on Firm Performance in Singapore
by Lawrence Loh, Thi Thuy Nguyen and Annette Singh
Sustainability 2022, 14(10), 6223; https://0-doi-org.brum.beds.ac.uk/10.3390/su14106223 - 20 May 2022
Cited by 1 | Viewed by 2071
Abstract
The intersection of sustainability and corporate governance is particularly evident in leadership diversity, which has gained increasing prominence in recent years. The central question of leadership diversity’s impact on firm performance remains open, including for Asia, which has been relatively less-studied. This paper [...] Read more.
The intersection of sustainability and corporate governance is particularly evident in leadership diversity, which has gained increasing prominence in recent years. The central question of leadership diversity’s impact on firm performance remains open, including for Asia, which has been relatively less-studied. This paper seeks to contribute to this literature, adopting a multi-dimensional view of leadership diversity in Singapore’s public-listed companies. We examine diversity in boards and senior management combined, in order to better understand the impact of diversity among firm strategic leadership. Based on random effects regression analysis using data from 577 companies, our results generally provide support for a beneficial diversity impact. Gender, age, and education leadership diversity were found to have a positive influence on financial performance. We further found gender diversity and performance to have an inverted U-shaped relationship, with the inflexion point being gender parity. This suggests a potentially important role for gender parity in firm leadership governance. Full article
(This article belongs to the Special Issue Sustainability in Corporate Governance and Strategic Management II)
21 pages, 1171 KiB  
Article
Dynamic Corporate Governance, Innovation, and Sustainability: Post-COVID Period
by Zoltán Csedő, József Magyari and Máté Zavarkó
Sustainability 2022, 14(6), 3189; https://0-doi-org.brum.beds.ac.uk/10.3390/su14063189 - 08 Mar 2022
Cited by 11 | Viewed by 4386
Abstract
Recent complex changes of the organizational environment urge the boards of directors of energy corporations to step up quickly in crises (e.g., COVID-19) and foster innovation, to seize new strategic opportunities (e.g., environmental, social, and governance (ESG) investments). The purpose of the study [...] Read more.
Recent complex changes of the organizational environment urge the boards of directors of energy corporations to step up quickly in crises (e.g., COVID-19) and foster innovation, to seize new strategic opportunities (e.g., environmental, social, and governance (ESG) investments). The purpose of the study is to provide in-depth analyses of ESG projects during the COVID-19 pandemic, through the lens of an emerging theoretical approach, dynamic corporate governance (CG). The research is built on the multi-case study method at large energy companies and energy startups. The research goal was to empirically analyze theoretical opportunities of dynamic board behavior in this research context. The major findings show that ESG projects faced serious challenges in the fast-changing organizational environment generated by COVID-19, which induced board intervention regarding innovation, networks, and organizational changes. This study is among the first to offer a novel theoretical viewpoint, by integrating CG and strategic management theories, besides the already dominant financial and reporting aspects. From a practical perspective, our conclusions might direct the attention of boards of directors toward innovation, networks, and organizational changes, in order to enable adaptation in turbulent times and increase sustainability in the social and environmental dimensions. Full article
(This article belongs to the Special Issue Sustainability in Corporate Governance and Strategic Management II)
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