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Extreme events undermine progress toward social sustainability and require an immediate response from the private sector. The authors propose a two-dimensional framework (response time and the scope of activities to the various stakeholders) to benchmark firms’ effectiveness in mitigating the threats to social sustainability post-disaster. This framework allows establishing a taxonomy of corporate emergency responses. Within such a framework, the authors group 218 corporate actions from 111 companies operating in Spain during the COVID-19 pandemic into four corporate relief strategies: symbolic, selective, reactive, and supportive. The authors show how companies can use this framework as a guide to foster social sustainability in times of shock in an efficient way. Also, stakeholders can use this framework as a reference to distinguish corporate initiatives aiming to propel community resilience from corporate “covidwashing.”

The present effects of transnational corporations (TNCs) on social, health, and environmental aspects of local societies have a long history. The pre-conditions for the insertion of the types of economic initiatives now seen in the Global South, and driven by TNCs, were set through histories of colonialism and development schemes. These initiatives disrupted local economies and modified environments, delivering profound effects on livelihoods. These effects were experienced as structural violence, and have produced social suffering through the decades.

In this paper, we compare two African cases across time; the conjunction of development initiatives and structural adjustment in the Zambezi Valley, Zimbabwe in the early 1990s and industrial plantation forestry in present-day Uganda. Each case presents a specific constellation of political and economic forces that has produced prejudicial effects on local populations in their time period of application and are, essentially, different versions of structural violence that produce social suffering. While each case depicts a specific type of violent encounter manifest at a particular historical moment, these are comparable in the domains of environmental impacts, disruptions to societies, co-opting of local economies, disordering of systems of meaning and social reproduction, and nefarious effects on well-being. We analyze the conjunction of these effects through a theoretical lens of structural violence and social suffering. Our analysis draws particular attention to the role of TNCs in driving this structural violence and its effects.

ISO 14001 standard is the environmental certification developed by the International Organization for Standardization to describe the requirements for a certifiable Environmental Management System (EMS). The standard is included in the ISO 14000 series, developed because of the need for improved environmental quality. The current version of the ISO 14001 is the ISO 14001:2015; the purpose of the revision was to structure all the ISO standard (e.g., ISO9001) similarly and facilitate management systems’ integration.

The literature highlights that many drivers encourage companies to obtain the certification (e.g., need for an improved image of the company, pressure from customers, and ethical reasons), but there are also some barriers to its implementation (e.g., risk of spreading confidential information, reduction in productivity, and cost of the certification). However, the certification is connected to better performances indicated by the increase in process productivity and control, the reduction in resources’ consumption and waste, and the improved quality of products/processes.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

This study investigates how organizations in Brazil address sustainability concerns through collaborative governance efforts with strategic stakeholders. Organizations from New Zealand were considered as benchmarks for comparison.

This study is based on a qualitative exploratory research, supported by semistructured interviews. Ten organizations are interviewed, five from each country. Thematic analysis is used to analyze the interview data. Central management practices adopted by organizations are presented, and the goals, benefits, and limitations associated with collaborative initiatives are investigated.

The findings reveal that organizations in Brazil and in New Zealand are employing similar management and sustainability practices. Companies in both countries observe that collaborative efforts with strategic stakeholders improve their ability to meet market demands and jointly develop innovative solutions toward sustainability goals while exchanging knowledge and enhancing their operational effectiveness. Organizations perceive a number of tangible and nontangible value creation outcomes from sustainability practices, such as brand and reputational gains, improved supply chain management, and risk management attainments. The results also present limitations, such as internal limitations of organizations concerning how their executives and general staff incorporate sustainability issues into their organizations’ strategic planning and operational decisions.

Market pressures toward greener and more responsible operations equally affected organizations in both countries, without differentiation in operation between an emerging country such as Brazil and a developed country such as New Zealand. Directions for future research are presented. These are based on how organizations measure sustainability outcomes of management practices and collaborative alliances, and how organizations map upcoming market demands and opportunities to deliver more value to society as the sustainable development debate continues to evolve.

This study draws on the natural resource-based view to analyze the effects of technologies, managerial commitment, and firm strategy on sustainability performance, in terms of both environmental and social profits. It also examines how the effect of green technologies on sustainability performance can be triggered by a managerial commitment to sustainability issues, and by the adoption of a prospector strategy. Multiple linear regression was used to test research hypotheses on a sample of 426 Spanish tourism firms. The results provide important insights into the importance of the adoption of explorer strategies fostering the strategic exploitation of green technologies to obtain new efficient processes, organizational procedures, and products. This research also shows the contingent moderating effect that managerial commitment exerts on the strategic implementation of green technologies for sustainability performance.

The extant literature provides much-needed support to understand marketing accountability and how marketing actions are related to financial performance (FP). However, we have limited understanding of the relationships between marketing actions and firms' social performance (SP) and environmental performance (EP). Understanding these links is critical to enhancing sustainable FP, SP, and EP. Moreover, the literature provides limited understanding of the measures by which SP and EP may be operationalized, or the data necessary to reach a conclusion. This study bridges these gaps by extensively reviewing the extant literature to offer a set of measures and data sources to operationalize SP and EP, and empirically show their relationships with marketing actions. We find that greenhouse gas (GHG) emission, environmental disclosure score, waste reduction, energy consumption, and recycling are prominent measures of EP, and that social disclosure score, philanthropy or community spending, and diversity of gender and race are prominent measures of SP. The KLD, ASSET4, and Bloomberg are prominent sources of data that can be used to operationalize SP, to which CDP may be added for EP. We also show that marketing actions positively affect EP and SP. This study contributes to the extant literature on SP and EP by identifying measures and data sources and linking marketing actions to both performance types. It contributes to policy development by identifying the importance of EP and SP and how marketing actions can help achieve such performance.