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Organisational learning drives tourism organisations towards more sustainable tourism. Digital transformation also provides opportunities for sustainable tourism development. This study aims to combine these perspectives and explore how digital transformation enables organisational learning to contribute to sustainable tourism, following organisational learning theory (OLT).

Based on a critical realist paradigm, this study focuses on developing an in-depth understanding of organisational learning in tourism organisations. Thirty qualitative interviews with tourism organisations participating in an executive development programme (EDP) show how tourism organisations create, retain and transfer knowledge.

This study demonstrates that the EDP initiates knowledge creation through content transmission and exchange, triggers knowledge retention through utilisation of digital technologies and reinforces digitalisation through data value creation. Furthermore, this study enables knowledge transformation as implementation, which contributes to the three pillars of sustainable tourism and facilitates the development of networks encouraging sustainable tourism.

This study identifies approaches that enable economic, social and environmentally sustainable tourism development by facilitating collaborations via digital transformation, digital technologies that guide guest streams, online mobility offers and online environmental awareness campaigns that reduce environmental impacts. Thus, this study strengthens OLT and has implications for organisational learning and tourism policymakers.

In an era where sustainability and digital transformation are becoming indispensable pillars of successful business operations, this chapter explores the potent synergy between these two paradigms. As businesses strive to align their operations with Environmental, Social, and Governance (ESG) goals, digital transformation emerges as a powerful enabler. This chapter delves into how digital technologies are not only revolutionizing traditional business models but are also paving the way toward more sustainable practices. From data-driven decision-making to improved resource management, this chapter discusses the diverse ways in which digital transformation contributes to sustainability. It also offers an in-depth analysis of real-world case studies, illustrating how businesses have successfully integrated digital transformation in their pursuit of sustainability. Recognizing the potential roadblocks, this chapter also addresses the challenges businesses may face in this journey, including cybersecurity risks, data privacy issues, and the need for technological literacy. It further presents strategies to navigate these challenges and underscores the importance of preparedness in managing potential risks. Finally, this chapter ventures into the future of digital transformation, evaluating current trends and predictions, and their potential impact on sustainable business practices.

Sustainability issues are crucial in today’s competitive environment. The integration of technology plays a vital role in the attainment of sustainability objectives. The study aims to investigate the relationship between green intellectual capital (IC), green information systems (IS), green management initiatives (GMI) and green technology adoption in light of natural resource-orchestration theory (ROT). Moreover, digital technology adoption mediates between green IC, green IS, GMI and sustainable performance. Finally, digital transformation strategy is used as a moderator between green technology adoption and sustainable performance.

A sample of 484 managers from automobile manufacturing companies was used in this study to evaluate the proposed relationships using the Structural Equation Modeling (SEM) methodology.

Findings reveal that green IC, green IS and GMI significantly influence green technology adoption. Besides, green technology adoption plays a crucial role in improving sustainable performance. Moreover, green technology adoption significantly mediates between green IC, green IS, GMI and sustainable performance. Finally, a digital transformation strategy significantly strengthens the relationship between green technology adoption and sustainable performance.

The organizations need green technology adoption to address environmental concerns, respond to consumer demand, achieve cost savings and comply with government regulations. Besides, in decision-making, organizations must focus on green IC, green IS, GMI, green technology adoption and digital transformation strategy to boost sustainable performance.

The originality of this study lies in its use of the natural ROT as a framework to examine the impact of multiple green resources on green technology adoption, leading to sustainable performance. Digital transformation strategy is used as a moderator between green technology adoption and sustainable performance. This study provides a comprehensive and integrated perspective on the subject with empirical evidence and relevant insights, contributing to the advancement of the field.

Retail organizations that consider a service ecosystems view of sustainability focused on transformation have the potential to contribute to the wellbeing of individuals, business and society. The purpose of this paper is to explore the transformative nature of sustainable retail fashion organizations and their impact on wellbeing within a sustainable retail service ecosystem.

A qualitative in-depth case study research design was implemented using four sustainable fashion brands. Data were collected from multiple sources including secondary data from company websites and publicly available reports and interviews with founders and/or high-ranking managers within the organization.

Three overarching themes critical to transformation in sustainable retail service ecosystems were identified: (1) embedded core purpose or ethos, (2) relevance of fit and (3) breadth and depth of message. Corresponding wellbeing elements were found within the three themes – community and society wellbeing, environmental wellbeing, business strategy wellbeing, consumer wellbeing, leadership wellbeing, employee wellbeing, stakeholder and value chain wellbeing and brand wellbeing.

Future research offers an important opportunity to further explore the relationships between sustainability, TSR and wellbeing in other service contexts.

The paper contributes to transformative service research literature by conceptualizing a sustainable retail service wellbeing ecosystem framework.

How to respond to social and environmental concerns while pursuing economic goals remained a dilemma for today’s businesses. Besides, the digital revolution has profoundly changed people's lifestyles, turning out the challenge of how to present products and services to the new generations of consumers through emerging digital channels. To overcome these challenges, a business needs to rely on its internal capabilities but must make them dynamic and modify them, when necessary, in response to or anticipation of external changes. This study aims to propose a model for business model innovation (BMI) with the goal of pursuing sustainability and adapting to the changes of the digital age pursuing dynamic capabilities principles.

This study followed a mixed-method design, using meta-synthesis in its first phase (qualitative) and interpretive structural modelling in its second phase (quantitative).

The proposed model consists of four layers including approach, aspect, dimension and component. Based on quantitative results, the 16 dimensions were categorised in four main levels of “sustainable computing”, “sustainable execution”, “sustainable engagement” and “sustainable results”. Considering sustainability and digital transformation as main change drivers for contemporary businesses, this paper proposes a novel framework in the field of BMI.

The results of this study suggest that BMI requires not only proper business design based on social and environmental sustainability and digital transformation requirements but also attention to a new component called sustainable engagement, which represents the need for engaging with social and environmental issues in addition to customers.

The purpose of this book chapter is to examine how sustainable developmental goal (SDG) implementation for sustainability transformation can be driven by the business practice of a multinational enterprise (MNE). It concerns sustainability transformation that takes place in complex environments with the engagement of different types of stakeholders from various organizations and domains. The chapter focuses on inclusive stakeholder orientation to move from a firm-centric to a societal perspective grounded in an ethical, macro-oriented, and network philosophy. The transformation is embedded in the global transformation agenda, the UN 2030 agenda, with its 17 SDGs. In this chapter, the authors assess MNEs’ role in implementing the SDGs by conceptualizing sustainability transformation practice in a business context of IKEA grounded in circular economy and circular society thinking. Implementing the SDGs strengthens the “challenge-driven transformative change.” Based on the theoretical and conceptual framework, the authors have constructed a matrix and contextualized the case of IKEA. It results in a descriptive analysis of MNE SDG implementation for sustainability transformation. The chapter has contributed a general model for a sustainability transformation practice in a business context embedded in circular economy and circular society thinking, which can utilize for challenge-driven transformative change. The new model has been redesigned for its new purpose. The model is constructed based on a new theoretical and conceptual framework and from the context of IKEA as a MNE acting as a globally integrated enterprise with a circular and societal transformation focus.

Despite the growing awareness of supply chains on industry 4.0 (I4.0) capabilities as the enabler of sustainable performance, little is known about what accelerates this interaction. Prior studies have focused on the ambidexterity dilemma and the need to adopt sustainable inter-organizational governance to drive I4.0 capabilities while achieving sustainable performance. To address these issues, this paper aims to explore the distinct and combined effects of several approaches such as digital business transformation (DBT), organizational ambidexterity (OA) and circular business models (CBMs) on the relationship between I4.0 capabilities and sustainable performance.

Drawing upon a hybrid methodology including structural equation modeling and fuzzy set qualitative comparative analysis, this paper develops and tests a hypothetical model using data collected from 306 organizations in Europe, Asia and Africa.

The study findings lead to several important implications concerning the potential paths linking I4.0 and sustainable performance. Notably, the DBT was found to mediate this relationship by integrating circular principles to devise business models. Moreover, OA was found to substitute the CBMs in developing new sustainable business models and reconcile sustainability.

The study is among the first to analyze the combined effects of OA, DBT and CBMs on the relationship between I4.0 capabilities and sustainable performance at the supply chain level. Moreover, the findings propose several solutions to resolve the sustainability dilemma through I4.0 capabilities, DBT, OA and CBMs.

This qualitative study explores how multinational enterprises (MNEs) approach sustainable innovation through the lens of innovation theory and doughnut economics. The study proposes a conceptual framework to evaluate the practices of businesses and the findings illustrate how sustainable innovation occurs within two MNEs. Based on interviews with professionals of two Swedish MNEs, responsible for sustainability, the study examines how sustainable innovations lead to the redesign of core business pillars and transforms the operating market for the MNE. Overall, this study makes a theoretical contribution by formulating an application of Raworth’s (2017) doughnut model to business strategy. It also provides practical insight into the dynamics of sustainable innovation, which aims to inform and inspire further progress in sustainable development by businesses and academia.

With the increasing pressures towards global sustainability and the transition to Industry 4.0 (I4.0), the collaboration between firms and other key stakeholders is essential. Value is no longer created by firms acting autonomously, but rather by firms acting together with external parties. Therefore, the aim of this study is to explore the potential contribution of capability providers to a Sustainable I4.0 Environment as an additional perspective regarding the management decisions of a smart and sustainable business model (SSBM) transformation of big corporations.

An in-depth qualitative case study of Futuryng INC., which is a company based in Silicon Valley, New York and Italy, is presented and analysed through interviews, secondary sources and using a triangulation approach. The company is a Connected Technologies Ecosystem, which acts as a provider of technology building blocks (capability) able to design and release end-to-end Information Technologies–Internet of Things–Operational Technologies (IT-IoT-OT) Solutions.

From the case study, the authors determine that the success of big corporations' SSBM transformation requires a Sustainable I4.0 Environment approach where capability providers play a relevant role and act as enablers. Then, the authors develop a framework by adopting an actor perspective, called the Sustainable I4.0 Environment, highlighting the contribution of the capability provider in the sustainable I4.0 business model transformation of a big corporation.

The authors’ analysis clarifies that the successful execution of a sustainable I4.0 business model transformation requires integrated thinking for management decisions and a co-creation approach with capability providers, along with an open innovation process.

In the analysis of I4.0 and sustainability issues, previous studies only focus on implementing firms and view the environment merely as a background in which act forces of sustainability and I4.0. A comprehensive overview of the Sustainable I4.0 Environment, which considers actors and their contribution, is lacking. By integrating the literature review with the case study, the authors’ research proposes a comprehensive framework to guide the decision process of transformation from a traditional business model (TBM) to an SSBM and considers one of the key actors involved, the capability providers.

Sustainable development challenges have been gaining increased attention from scholars across a wide range of disciplines and governments and business leaders of developed and developing countries. In this chapter, we present selected Latin American socioeconomic indicators, and we note that much progress is needed to achieve the region's many sustainable development goals. We bring forth contributions from different streams of innovation studies for addressing grand challenges, and we discourse on how they push the sustainable development mandate forward. Innovation scholars have highlighted the need to elaborate novel transformational approaches to innovation for addressing such pressing grand challenges. Some scholars have also proposed that while the innovation systems framework is well-suited for addressing sustainable development challenges, it must first be profoundly and radically transformed to account for the novel ways of innovating and integrating a diversity of systemic economic actors and social stakeholders who have conflicting visions, interests, norms, and expectations. We present the different foundational strengths and weaknesses of the innovation systems framework and we discuss the pertinence for its profound and radical transformation. We conclude by organizing these different, yet complementary views of innovation in a conceptual framework while discussing the implications for Latin America and future research.