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This paper aims to understand whether, and if so how, the United Nations’ Sustainable Development Goals (SDGs) influence large companies’ adoption and implementation of a broader corporate purpose, beyond profit maximization.

Adopting a multiple-case study method, data were collected from semi-structured interviews with 28 managers from 16 large companies in Australia and Japan, and from secondary sources. Grounded theory methods were used to analyze the data and draw out key findings.

The study revealed the influence of the SDGs on corporate purpose depends on the SDG integration level: where and how the SDGs are integrated into management practices. The influence was more significant when the companies implemented the SDGs at a normative level compared to those implementing the SDGs at a strategic and/or operational level.

Due to the exploratory nature of the study, the sample size is limited and covers only companies in two countries. Future studies could examine the validity of the findings and the explanatory model by testing with a larger sample and expanding the scope into different countries. The study provides practical implications on how large companies’ could scale up their contributions to achieving the SDGs.

While the extant literature suggests a simple relationship between sustainability (the SDGs) and corporate purpose, this paper identified a more complex relationship. It presents in a multi-pathway model that explains the relationship, based on empirical evidence from 16 large companies in two different institutional contexts.

Motivated by Morgan’s (1997) analysis of the “paradoxical” role of metaphors in understanding and managing organisations, the purpose of this paper is to assess in what respects organisations using integrated reporting (IR) are on a “journey” of organisational change.

The paper analyses IR practitioner literature to interpret the IR journey metaphor more precisely. The authors then use in-depth interviews to assess the extent to which this metaphor captures how six early adopter organisations in Australia implement IR, and what changes result, over four years.

The journey metaphor implies substantive and holistic organisational change. By contrast, the authors find organisations use IR in contextual, instrumental and piecemeal ways. The authors propose a “toolbox” metaphor to help (re)present how organisations adapt their reporting to fit decisions already made, and challenges presented, through ordinary and ongoing strategic management.

Morgan (1997) stresses metaphors are invariably used to both describe and manage organisations. The authors’ analysis identifies specific ways the IR journey metaphor is descriptively misleading. The authors’ “toolbox” metaphor suggests different ways organisations are, or could, manage IR to create value.

This is the first paper to provide a systematic analysis of the IR journey metaphors, and to assess in what respects this metaphor captures actual organisational practice. The findings also challenge the broader notion in academic research that reporting frameworks can lead organisational change.

The purpose of this paper is to explore the drivers, inhibitors and enablers of creating a textile-to-textile recycling system in the Scandinavian fashion industry. It investigates the technology, innovation and systemic changes required to enable circular supply chains.

The research study uses a qualitative, interpretivist approach, drawing on in-depth semi-structured interviews with stakeholders in the Scandinavian fashion industry.

The main inhibitors to textile-to-textile recycling systems in the Scandinavian fashion industry are: limited technology which creates a challenge for separating materials; high costs of research and development and building the supporting logistics; complexity of supply chains including the multitude of stakeholders involved in product development. The enablers are design and use of new materials, increased garment collection and collaboration. This research suggests that sorting and recycling technology can be enhanced with the use of digital technologies, as this would create transparency, traceability and automatisation.

The research is limited by a small sample size and lack of representation of all key stakeholder groups, which limits the ability to generalise these findings. However, as an exploratory study, the findings provide insights that can be further tested in other contexts.

Understanding of textile-to-textile recycling is emerging both theoretically and practically, however, there is still much that is not understood. This research contributes to furthering understanding of how technology, collaboration and systemic change in the fashion industry can support opportunities for textile-to-textile recycling, thereby aligning with circular economy principles.

This article describes the award‐winning online‐learning program developed to help British Airways cabin crew to use Barplus, an on‐board point‐of‐sale system that records in‐flight sales and acts as a stock‐control system.

Contains information from the airline's e‐learning manager and from the UK head of Tata Interactive Systems (TIS), which developed the training program.

Shows that the program took some seven months to develop, because the actual system and its screen design changed during the system's development, and the learning materials had to reflect these changes. Throughout these months, Tata Interactive Systems had a permanent computer link to Bristol Office Machinery, which was developing Barplus, in order to let the TIS developers see the most up‐to‐date version of the product on a daily basis.

Argues that the real benefit of the learning materials is that all British Airways cabin crew are more confident – and competent – at using the Barplus system, and this means that BA customers do not experience problems in making their in‐flight purchases.

Highlights the value of e‐learning to an international airline, since it enables employees to gain access to the training from remote locations.

The purpose of this paper is to present a pedagogical approach for designing a coursework curriculum that aims to meet the growing need for skilled professionals that have competencies in both business and sustainability, and that understand the nexus between the two.

The paper uses a pedagogical approach discussed in the education for sustainability literature to analyse the CESM program. The pedagogical approach focuses on developing students' knowledge, skills and attitudes (behaviours) in sustainability.

The Knowledge‐Skills‐Attitudes (KSA) framework is a suitable pedagogical approach to guide the design of sustainability management education programs that prepare students for systemic organizational change. A KSA approach to designing sustainability management education curricula can also address the criticisms of current business management curricula by other scholars.

The discussion of the MCESM program in this article provides guidance to faculty on one approach to creating sustainability‐centric business curricula and may provide a catalyst for sharing learning experiences in integrating sustainability into existing business curricula. It may also provide some ideas for developing new programs that address the business and sustainability nexus.

The purpose of this paper is to report on efforts to develop two stand‐alone subjects on sustainability and corporate social responsibility (CSR) in a mainstream business curriculum at Monash University, Australia.

This paper presents details on the educational rationale and design of the two subjects in corporate sustainability and CSR.

Although many universities offer support for education for sustainability, previous research indicates that most curriculum initiatives in this area have been driven by individual faculty. This paper provides examples of curriculum development that emerged from the grass‐roots initiative, in the absence of an integrated and mainstreamed programme for sustainability.

The paper encourages all faculty, no matter their circumstances, to consider the development of curriculum for sustainability. While individual subjects cannot effect wholesale change, each effort can, no matter how piecemeal, make a difference.

The cases in this paper highlight the importance of skills, knowledge and values to the curriculum for sustainability and CSR. Because there is no formula for how these are integrated into the curriculum, the paper illustrates how individual faculty members have brought their own disciplinary and pedagogical backgrounds to their curriculum design.

The purpose of this paper is to investigate the internal mechanisms employed by early adopters of integrated reporting in Australia to manage their reporting process and explores whether integrated reporting is stimulating innovative disclosure mechanisms.

The study was based on in-depth semi-structured interviews with organisations in varying stages of implementing integrated reporting. In total, 23 interviews were conducted with sustainability managers, finance managers and communications managers across 15 organisations. A content analysis of the interviews was undertaken using qualitative coding techniques.

While the organisations that are producing some form of integrated report are changing their processes and structures, or at least talking about it, their adoption of integrated reporting has not necessarily stimulated new innovations in disclosure mechanisms. This study did not uncover radical, transformative change to reporting processes, but rather incremental changes to processes and structures that previously supported sustainability reporting.

A major limitation of this research study was the small sample of organisations and stakeholders that participated, and the single-country focus. Finance, accounting and strategy people were particularly under-represented in this study, as well as external stakeholders, and the conclusions can only be tentative until further tested.

This paper sheds light on the practices of early adopters of integrated reporting, and their learning could inform other organisations considering an integrated reporting approach.

As an emerging phenomenon, there are few empirical studies exploring integrated reporting practices and this paper provides some insights into integrated reporting in Australia.

This paper seeks to describe a framework used to help MBA students understand and reconcile the different sustainability perspectives.

A review of the corporate sustainability literature is undertaken to develop the sustainability framework.

The sustainability framework relates basic concepts and assumptions within the ecocentric, ecological modernization and neoclassical paradigms to organizational practice and behavior. For the most part, the MBA students have only been exposed to neoclassical economic thinking within the other MBA subjects. The aim of the sustainability framework is to shift the students' thinking by engaging with sustainability from different perspectives, rather than presenting one version of sustainability to them. The framework has proven to be useful in developing critical and reflective thinking and discussion.

The paper provides a summary of sustainability concepts as applied to business practices and describes how this is used in teaching sustainability to business students.

The purpose of this paper is to explore how the managers of early adopting Australian firms contribute to the institutionalisation of integrated reporting (IR).

This study is situated within institutional theory. The authors undertook semi-structured interviews with 23 Australian managers. The authors drew on Gabriel's (2000) poetic analytics to show how the sensemaking activities of the early adopters contribute to the institutionalisation process.

Two main narratives dominate our managers’ experience: IR as story-telling and IR as meeting expectations. These two narratives are constructed simultaneously and theyset up contrasting plots regarding salient events, responsibilities and characters that are resolved through one or more of three “inter-narratives” that background these tensions. The inter-narratives suggest time, the company's strategy, and talking and engagement can solve problems.

The authors argue that the managers of early adopting firms are important in the institutionalisation process. Even though they may not necessarily be institutional entrepreneurs they do engage in important “institutional work”. The study is limited by its predominant focus on only one participant to the institutionalisation process, and it is may be the case that the institutionalisation of IR is not ultimately successful.

Provides in-depth insights into an under-researched participant in an institutional field contributes to institutionalisation. Additionally, it sheds light on the conditions under which firms will engage with IR.

There is growing recognition that numerous business drivers contribute to financial performance and investment returns but they are not included in a company's profit and loss statements. In the investment industry, these wider sets of value drivers are known as environment-social- governance (ESG) factors. A small number of specialized ESG rating agencies provide information to investors about the extent to which firms' behaviors are socially responsible. However, a major criticism of these rating agencies is the lack of transparency in their methods. This paper aims to examine the issues of subjectivity, transparency and uniformity of ESG ratings by exploring the methods used to assess ethics performance by an Australian rating agency.

A case study was conducted on an Australian ESG rating provider, Regnan. The data for the analysis were sourced from internal Regnan documents.

The paper found that a level of subjectivity is inevitable in ESG ratings and the call for uniformity may inhibit innovation, but these issues can be addressed by increased transparency of the rating methods.

Further research is required to understand what level and, combination of, uniformity and transparency is sufficient to satisfy stakeholder requirements for ESG information.

The discussion of the factors underlying the ethics performance rating may prompt more open and transparent debate on how to assess ethical performance of companies, and increase investor confidence in ESG ratings. It may also provide more direction to companies on how to strengthen their ethical performance.

There is growing recognition that numerous business drivers contribute to financial performance and investment returns but they are not included in a company's profit and loss statements. These “ESG” factors can account for up to 66 percent of the market value of globally listed companies. In response to calls for more transparency on how ESG factors are assessed, and how ethical performance is appraised, this paper attempts to lift the veil on ESG rating methods.