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Drawing insights from institutional theory, this paper aims to examine whether and to what extent banks have reconfigured their management control systems (MCSs) in response to growing institutional pressures towards sustainability, understood as environmental, social and governance (ESG) issues.

The authors conducted an exploratory study at the three largest Italian banking groups to shed light on changes made in MCSs to account for ESG issues. The analysis is based on 12 semi-structured interviews with managers from the sustainability and controls areas, as well as from other relevant operational areas particularly concerned with the integration process of ESG issues. Additionally, secondary data sources were used. The Malmi and Brown (2008) MCS framework, consisting of a package of five types of formal and informal control mechanisms, was used to structure and analyse the empirical data.

The examined banks widely implemented numerous changes to their MCSs as a response to the heightened sustainability pressures from regulatory bodies and stakeholders. In particular, with the exception of action planning, the results show an extensive integration of ESG issues into the five control mechanisms of Malmi and Brown’s framework, namely, long-term planning, cybernetic, reward/compensation, administrative and cultural controls.

By identifying the approaches banks followed in reconfiguring traditional MCSs, this research sheds light on how adequate MCSs can promote banks’ “sustainable behaviours”. The results can, thus, contribute to defining best practices on how MCSs can be redesigned to support the integration of ESG issues into the banks’ way of doing business.

Overall, the findings support the theoretical assertion that institutional pressures influence the design of banks’ MCSs, and that both formal and informal controls are necessary to ensure a real engagement towards sustainability. More specifically, this study reveals that MCSs, by encompassing both formal and informal controls, are central to enabling banks to appropriately understand, plan and control the transition towards business models fully oriented to the integration of ESG issues. Thereby, this allows banks to effectively respond to the increased stakeholder demands around ESG concerns.

Upon the changes that have taken place in the tourist sector since the 7 990s, the SMTEs and the destinations where they operate are called to reflect on the opportunity to redefine the strategic and organizational assets that have distinguished them until now in order to respond to new needs and desires coming from a more segmented demand side. This paper presents the results of a research project conducted in the Dolomites, the most important alpine area in terms of numbers of tourists, representative of a community tourist destination and where the tourists do not defer to intermediaries to organize the vacation (do‐it‐yourself tourists). The Dolomites are now in the “mature” phase of the development life cycle and as such need a new approach to the market in order to maintain loyalty among current visitors and to gain loyalty in new tourist segments. The research was done in the summer 2001 and winter 2001–2002 by administering 5,000 online questionnaires to a representative sampling of “do‐it‐yourself” tourists. The objective was to study the decision‐making and behavioural models of do‐it‐yourself tourists and to build profiles of tourists who choose this destination. From these profiles it is possible to identify strategies that the SMTEs and the alpine destination as a whole could undertake to achieve the goals described above. The research highlights the importance for SMTEs to overcome the entrepreneurial spontaneity and to adopt an informed and planned business strategy. In this scenario the Regional Tourist Boards emerge as important actors that can play a key role in meta‐management.