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A large amount of research work in e‐business concerns the experiences and lessons learned from developing and implementing innovative e‐business models. The findings of this research usually concentrate on financial aspects or on the use of information and communication technologies in a specific company or industrial sector. While this is critical for understanding and replicating positive business results, we argue that it is as important to understand the societal context in which business models are developed; it is social issues that define (constrain or enable) the broader context of e‐business adoption. This paper aims to draw research attention to these social issues and suggests societal factors that influence the adoption of e‐business models. Specifically, the paper argues that factors related to region/geography, culture, the legal and regulatory environment, economic, ethical and professional factors, as well as factors related to social capital/social networks and social structure influence, directly or indirectly, the way in which e‐business models are perceived, implemented and evaluated. Three cases are presented to show how these factors become evident in e‐business, followed by a discussion of their managerial implications. The aim of the paper is to sensitise managers and policy makers in shaping an enabling societal context for the proliferation of socially acceptable business models.

The purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.

Management in three successful societal entrepreneurship initiatives has been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and analysed from a system view.

The result presents essential management processes important for societal customer value creation, their input, output and main focus. Some management processes are inter-related and are sometimes part of another management process. The management seems driven by “need”, “opportunity”, “interest” and “demand”, when creating societal customer value. From a system perspective, management has an indirect role in societal customer value creation and is important for possibilities to create societal customer value. Both the initiative and the surroundings have been found to be of importance to the management’s scope for contributing to societal customer value creation.

The study provides the possibility to understand and learn from management, the management processes and their role in societal customer value creation. Thereby, it describes how to successfully provide customer value to society and work with societal, environmental and sustainability issues.

This paper reports an empirical examination of the societal, financial and technology-related challenges amid the ongoing pandemic (COVID-19) in the service supply chain network.

A combination of qualitative approach (for items generation pertinent to the constructs involved) and quantitative approach (self-administered questionnaires from the top and middle management of the sampled companies) was used for data collection. In total, 272 complete responses were received and analyzed through structural equation modeling.

The results provided empirical evidence that social and physical distancing, travel restrictions, work from home and lockdown practices have two conflicting effects: On one hand, these practices have contributed to the reduction of economic activities, including the low economic outlook, low productivity, high unemployment, poverty, fall in customer demands, dissatisfaction and mental health, that ultimately impacts rise financial and societal issues. On the other hand, the results revealed an insignificant influence of COVID-19 on creating technology-related challenges in the service sector. It shows that the organizations are doing well in combating the technology-related challenges amidst the current pandemic.

Findings of the inquiry recommend implications for the services industry to harmonize a comprehensive strategy and revisit the global norms in sustainable supply chain management activities that have been the backdrop in their operations for a long time.

Findings of the inquiry recommend implications for the services industry to harmonize a comprehensive strategy and revisit the global norms in supply chain management activities that have been the backdrop in their operations for a long time.

Prior studies in the context of the COVID-19 outbreak and its implications have given more attention to the exploratory and theoretical discussion than to empirical evidence. This paper contributes to filling this knowledge gap by empirically exploring the societal, financial and technology-related challenges created by COVID-19. The analysis in this paper covers three dimensions of the PEST model, namely economic, societal and technological factors. This study also helps in laying out a platform for investigating the PEST (political, economic, social and technological) model for guiding the services industry in strategic decision-making in a new era due to COVID-19.

This paper aims to take stock of current knowledge on chief executive officers (CEOs) speaking out on societal issues and to position the phenomenon with and against the relevant literature on CEO communication. Ultimately, the paper seeks to arrive at a better conceptual understanding of CEO advocates and activists from a communication science perspective.

This paper is conceptual and considers findings from the literature on personalization, reputation, issues and topic management.

The paper reflects media, receptive and strategic implications for CEO advocates and activists and derives four workable propositions. It lays the foundation for treating CEO advocacy and activism as a form of strategic topic management that harnesses personalization to address a new set of stakeholder demands.

The insights gained from this paper may help researchers and practitioners understand when CEOs should speak up, what to communicate and how. The human element behind this kind of communication echoes new expectations, demands and values from stakeholders, shareholders and society at large.

Understanding the specific interdependencies between personalization, reputation, issues and topic management underlying CEO advocacy and activism can help to improve a CEO's relationship with stakeholders and guide the public discourse to actively bring about positive societal change.

The paper fills a gap by providing an understanding of advocate and activist CEOs from a communication science perspective. The insights from this paper can be used as a starting point for further research on this subject.

This article aims to highlight the need to explore the concept of social responsibility at the very heart of research activity. Questioning the social responsibility of research activities in management provides the opportunity to take a fresh look at the criteria used to assess its usefulness.

Drawing on a secondary analysis of a longitudinal research process, this paper emphasizes the importance of achieving an ongoing co-monitoring of the issues about social responsibility involved in research.

This reflection leads to a first characterization of two key dimensions of the societal responsibility of researchers in management: their professional responsibility and their institutional responsibility.

It is meant to encourage researchers to design a relevant instrumentation to help them negotiate, make explicit and co-monitor the issues of social responsibility involved in their empirical investigations as well as in their theoretical elaborations.

As research projects are socially situated activities, always infused with values and ideologies, it is crucial that researchers reflect upon the axiology guiding their empirical and theoretical work.

In order to achieve an ongoing co-monitoring of the issues about social responsibility involved in management research, the article suggests a heuristic deviated use of the balanced scorecard.

This study aims to investigate the dispositions of early career teacher educators as young academics toward sustainability and accountability for sustainability issues. Through their interpretations, concerns, awareness and ownership of sustainability, the study portrays how a global phenomenon is articulated specifically within the local context of teachers colleges in Turkey.

The study was designed as a survey, and the data were collected through a cross-sectional online questionnaire. The sample (n = 72) was limited, through purposeful sampling, to early career teacher educators teaching and being trained in well-established Turkish teachers colleges to become prospective faculty members of newly founded teachers colleges across the country. The data were analyzed primarily through quantitative methods. For the analyses, STATA software was used to perform descriptive and inferential statistics.

The general results indicated that the participants were highly concerned about sustainability problems. However, their concerns were not reflected to the same degree on their perceived awareness and ownership of education for sustainable development (ESD). Hunger and poverty, loss of biodiversity, climate change and epidemic diseases were all perceived to be urgent more in the global context. On the other hand, unemployment, refugees and terrorism were perceived to be locally urgent problems. Different agencies within the community were addressed to be accountable for different types of sustainability problems. The accountability for economic, environmental and societal problems were mainly placed on governments. Additionally, individuals/families and educators were held more accountable for environmental issues, while corporations and super powers were held more accountable for economic issues. As for societal issues, educators, individuals/families and non-governmental organizations were addressed to be more responsible.

The significance of the study is mainly twofold. If sustainable development is conceptualized with a futuristic viewpoint that attaches a great importance to next generations' needs, focusing on the dispositions of early career teacher educators as young academics is a reasonable way of addressing the current gaps and eliminating the future inefficacies. Building on the assumption that ESD would remain imperfect without the commitment of teacher educators who have the potential to bring changes in educational systems and shape knowledge and skills of future teachers, in turn future generations; this study becomes even more valuable as it includes specifically the academicians in the field of teacher education.

Despite a plethora of research on diversity and inclusion, workplace-related issues pertaining to individuals with schizophrenia (SCZ) remain grossly underexplored. This paper seeks to develop a relational, multilevel perspective of issues and challenges faced by individuals with SCZ in the work and career.

The research draws on the findings from in-depth, qualitative interviews with schizophrenic individuals, individuals’ family members, healthcare professionals and nongovernmental organization (NGO) representatives.

The findings highlight the interconnected nature of multilevel issues faced by schizophrenic individuals and indicate that at the societal level, social stigma, economic conditions and inadequate government policies are the key challenges faced by them. At the organizational level workplace support and job suitability and design affect individuals’ employment. At the individual level, self-stigma affects the employability in a negative way whereas personal motivation and resilience, family and social support and realization of illness are the facilitating factors.

The study adds to disability and diversity literature by developing a relational perspective that holistically captures the issues faced by schizophrenic individuals and suggests that the work and employment-related issues may be simultaneously addressed at multiple levels.

This paper aims to offer a New Zealand perspective on how business and community organisations engage to develop mutually beneficial partnerships to tackle pressing social issues. Specifically, the paper seeks to examine the collaboration motivations for business and community partners involved in seven business‐community partnerships in New Zealand.

The paper utilises data from in‐depth, semi‐structured interviews with key business and community managers involved in seven partnerships in New Zealand. The transcripts of the interviews were analysed using elements of content and narrative analysis. Findings to be presented in this paper include: explaining what “partnership” is; understanding a business case; and community organisations' motivations for engaging in partnerships with business.

This research finds that, while partnerships involving business and community organisations may ideally be associated with shared societal concerns, in this study there was a very strong focus on individual community organisation goals and a dominance of business priorities. This was not balanced by an interest in the broader meta‐goals of the partnership.

This paper draws attention to diverse and often competing motivations that characterise business‐community partnerships. The research demonstrates that, while partnerships are often discussed in the context of societal benefits, individual organisations frequently form partnerships primarily for their own instrumental self‐interests. It is hoped that this paper will stimulate understanding of the practical challenges to developing business‐community partnerships, given differences among the partners in goal orientations and expectations.

The instrumental-normative divide that has historically characterized approaches to societal sustainability has also resulted in a rift between underlying mental models and methods destined to address the issue. This separation makes our understanding and tackling of the present global ecological problems only limited and ineffective. The present work aims to draw on theoretical background to develop a conceptual framework for transitioning to integrated corporate sustainability.

Drawing inspiration from Luhmann’s (1995) theory of social systems, we consider the instrumental (hard) and normative (soft) methods (Jackson 2019) for corporate sustainability as “conceptual systems” that derive much of traditional social systems’ attributes. These systems are autopoietic, complexity-reducing and functionally differentiated. Following Luhmann’s philosophical grounding, we suggest that integrating the two systems of hard and soft methods boils down to constraining both systems’ internal complexity by imposing limitations on their operational structures. This translates into a decodification–recodification process whereby new methods emerge as a combination of initially disconnected structures.

The proposed conceptual integration framework is applied to the case of the Sustainability Balanced Scorecard (SBSC) which has been recently subject to inconclusive controversy. Our work demonstrates that redesigning the SBSC’s architecture following the presented framework leads to embracing complexity, tensions and conflict all the while offering a systematic approach for properly identifying and quantifying cause–effect relationships. Moreover, the proposed framework scores high in Complexity and Systemicity measures, making it both durable and practically useful. More generally, this work drives home the point that an integrated approach to sustainability management is not only important but also feasible and theoretically durable.

Theoretically, the present work underscores the contribution of systems theory, and particularly the Luhmannian perspective, to transcending some of the most salient “divides” in approaches to societal sustainability. The decodification–recodification process not only enables integrating two distinct conceptual systems, but it also transforms the divide into an opportunity to gain a fresher perspective on one of the most challenging issues of our time. This process may demand, however, some adjustments as we move across various function systems, which requires solid knowledge and understanding of the underlying “codes” that define the systems subject to integration.

This work implies that integration of varied and sometimes outwardly opposed function systems can and must be carried out to achieve larger societal impact. With respect to the illustrated case, the emerging dynamic SBSC offers a viable strategic planning platform whereby managers and stakeholders can concurrently define, forecast and adjust the societal strategy that maximizes triple bottom-line indicators and sustainable development impact.

Providing decision and policymakers with integrated sustainability management approaches and instruments will have a direct benefit on enhancing the way systems, and large corporations in particular, treat and deal with nature and human beings.

We propose that proper integration of multiple function systems, employing integrative, unbiased and structured methodologies, can be decisive in challenging current practices in sustainability management and in providing informed guidance for making the high-stake decisions needed in the transition towards sustainable development of business and society.

This paper aims to study how multinational enterprises (MNEs) can best integrate legitimacy concerns into their new product-launching strategy to successfully introduce high-value hi-tech innovations in emerging countries.

Theoretical constructs on the role and process of legitimacy construction for the introduction of a new product are built upon the existing literature. Then they are validated and refined through the formulation and analysis of case studies of the launch of genetically modified cotton seeds by Monsanto in India and a HIV/AIDS drug cocktail by Merck in Brazil.

Legitimacy construction can serve MNEs to face challenges successfully while launching high-value hi-tech products in emerging countries. Challenges to MNEs are likely to be founded on a combination of four types of uncertainties: technological, commercial, organizational and societal. Expected challengers are public agencies and actors representing civil society. An MNE can prepare itself through legitimacy construction along three dimensions: redesign of technology, revision of marketing strategy and non-market investments. To implement the aforesaid, MNEs can engage in outreach in the form of strategic patience, market transaction, business collaboration, compromise and/or confrontation with diverse carefully chosen stakeholders.

The authors limited ourselves to tracing only the formal interactions of MNEs, while it is well-known that many informal and backdoor activities can also accompany their growth in emerging economies.

Legitimacy construction can help MNEs face challenges successfully while launching high-value hi-tech products in emerging countries. This calls for an evaluation of the systemic uncertainties followed by the formulation of a strategy for legitimacy construction and implementation through outreach to diverse systemic actors. Strategic patience can yield positive returns. Market transactions can serve as economic anchors. Collaboration can be pursued with parties who can share the costs of legitimization construction and/or reduce technological and marketing uncertainties. Confrontation should be the last choice. Compromise is the most probable but not the only outreach strategy possible after a confrontation.

Legitimacy implies product acceptance not only from the targeted consumer but also other societal stakeholders concerned with the safety and equity of the consumption in the emerging country, especially when regulations are not well-defined and/or implemented. The two kinds of societal stakeholders which are likely to monitor MNEs are public agencies and civil society groups. Public agencies will be concerned about the quantity, quality, technology or price of the innovation to be introduced. Civil society and NGOs may help the MNE act as citizen watchdogs for the environment and vulnerable communities.

Theoretical constructs have been developed in this paper on the sources of challenges in new product introduction, the types of challengers and the components of the firm’s legitimacy construction strategy and its implementation through an outreach strategy.