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This paper aims to narrow the gap caused by the lack of literature relating the three concepts of corporate sustainability, organizational resilience and corporate purpose in the context of corporations. A framework that explains how these three concepts are related and effectively merged for long-term corporate survival are proposed.

A systematic review is carried out. It is explained, first, initial search strategies to identify those documents that define each concept and to identify concepts with which each concept is associated. Subsequently, it is designed a search strategy combining all three concepts and their associated concepts to gather and analyze all the possible studies that have tried to connect these concepts. Finally, it is identified some gaps in the understanding of how these three concepts are related.

Results indicate that corporate sustainability, organizational resilience and corporate purpose merge to achieve long-term corporate survival. There exists a two-way relationship between these three variables. Findings also present gaps and future directions that should be addressed to foster an increase in knowledge about the relationships between corporate sustainability, organizational resilience and corporate purpose.

Nowadays, some authors endeavor to explain how aspects such as corporate sustainability, organizational resilience and corporate purpose are crucial in the dynamic environment facing corporations every day. Nevertheless, there needs to be more understanding of how these three concepts are related and effectively merged for long-term corporate survival. This paper contributes to the literature by closing this gap.

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.

Purpose statements persuade stakeholders of companies' reasons for being. The goal of this study was to analyze how purpose-driven companies craft their purpose, mission and vision statements and whether and how purpose statements differ from mission and vision statements.

This quantitative content analysis explored the brand personality traits, mission statement components and corporate ethos appeals that purpose-driven companies included in their purpose, mission and vision statements.

Results provide implications for corporate leaders and communicators who write these statements as well as theoretical implications related to brand personality, rhetorical theory and corporate ethos.

This research provides practical implications for corporate leaders and communication professionals about how to craft these statements, what components they might include and the potential benefits and downfalls of not clearly differentiating among purpose, mission and vision statements.

While several studies have compared differences between mission and vision statements, there is a lack of academic literature on how companies craft purpose statements. This study added to this body of knowledge on corporate communication.

In this paper, we propose a new conceptualization of the purpose of the corporation in relation to its activities. This conceptualization builds upon the existing distinction between the corporation as a legal vehicle and the enterprise as an economic organization, but renews the approach of the enterprise. We argue that the enterprise is a peculiar historical form of economic organization that emerged in the late nineteenth century to not only produce but also create new goods and technologies. This creative purpose involved a new type of managerial authority, not grounded in corporate law, but institutionalized in other branches of law, such as labor law. The legitimacy of the managers relied on the premise that the enterprise’s creative power would be harnessed for collective progress. However, this new view of the enterprise was insufficiently conceptualized in the twentieth century and continued to be governed by standard corporate law. This allowed managers to be seen as agents of shareholders, and the purpose of collective progress to be replaced by the interests of shareholders. Our analysis has important implications for the purpose of the corporation. As enterprises become more innovative and impactful, we argue that they can no longer be governed by traditional corporate law. If the corporation remains the legal cloth for business activities, then its purpose must consider the nature and impacts of these activities. We therefore interpret the new legal forms of purpose-driven corporation as an appropriate framework to restore the enterprise and a collective purpose within corporate law.

The debate about corporate purpose is a recurring one that has re-emerged today. What should be the guiding principles of business: the pursuit of profit or a contribution to public interest? We trace key elements in this debate in Britain and America, from the interwar years, when John Maynard Keynes and Adolf Berle made important contributions, to the 1970s, when events ushered in a return to laissez-faire and the rise to dominance of the shareholder primacy model of corporate governance and purpose, to today. Both the earlier and the current debates are centered around whether we see business institutions as strictly private entities, transacting with their suppliers, workers, and customers on terms agreed with or imposed upon these groups, or as part of society at large and therefore expected to contribute to what society deems to be its interests. Whether current developments will ultimately produce a shift in corporate purpose akin to the one that followed the Second World War remains to be seen. But the parallels to the interwar debates, and the uncertain economic, political, and social environments in which they took place, are striking. Our objective is to see what might be learned from the past to inform the current direction of thought concerning capitalism and corporate purpose.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The authors carry out a systematic review focusing on the interrelationships between corporate sustainability, organizational resilience and corporate purpose and their combined effects on long-term corporate prosperity.

The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

As B2B firms face increasing scrutiny due to increased stakeholder awareness of environmental and social concerns, doing business with a conscience has become an important imperative. Despite a growing focus on conscientious corporate branding (CCB), the construct has never been clearly defined, and many of the exemplars used to depict CCB have focused on a B2C context. The purpose of this research paper is to define CCB, to develop a framework that leaders can apply to build and manage a conscientious corporate brand and to demonstrate application of the components of the framework in the B2B context.

This study uses an exploratory approach and focuses on extant literature relating to operating with a conscience, including organizational purpose, ethical leadership, ethicalization of the organization, stakeholder co-creation, sustainability and corporate social responsibility.

This study shows how companies in a B2B context can use a framework that includes dimensions of purpose, ethics, stakeholder co-creation, sustainability and CSR to build a CCB through reconciling and integrating leadership and stakeholder perspectives to create and communicate sustainable and responsible behavior.

This study opens the door for further research into the actions required to build CCBs. There is a need to validate the CCB framework in future studies.

This study identifies how to build a conscientious corporate brand and applies it in the B2B context.

This study expands our understanding of CCBs by providing a definition and framework to guide scholars and practitioners. Given the paucity of focus on CCB in the B2B context, the authors exemplify the framework using B2B examples.

Institutions are collective responses to collective concerns, with the underlying link between concern and response being the purpose of the institution. With this conceptual lens, we analyze the history of the Aktiengesellschaft (AG), which emerged in Austria and Germany around 1800. While any analysis of the organizational features of the form would have diagnosed marked stability over the past two centuries, our historical study reveals significant shifts of the AG’s purpose and meaning: from a vehicle in the service of the public interest, shareholders, and employees to a persona with legitimate self-interests and the will to survive. We suggest to regard such purpose drifts as distinct variant of institutional change. In addition, we conclude that the AG’s essentially political actorhood institutionalizes the ever fragile and delicate quest for a balance between the different legitimate interests on whose behalf a corporation acts (including those of the self). Such a view, we argue, can offer a future for the corporation as organizational form.

The currently dominant version of the corporate form – the profit-maximizing corporation – is one of the most influential organizational forms in contemporary society. It is also one of the most criticized organizational forms, especially with respect to questions of purpose, participation, and ownership. The corporation’s strong focus on profit maximization and its non-democratic nature, as it excludes non-shareholding stakeholders from participating in how the corporation is run, have all attracted significant criticism. There are, however, several debates over alternative ways of organizing besides the corporation. In this chapter, we review the most influential of these: co-operatives, state-owned enterprises, democratically organized firms, social enterprises, stakeholder firms, and firms based on the sharing economy business model. We first analyze how these alternative ways of organizing do things differently with respect to questions of purpose, participation, and ownership and then we discuss how these different approaches can inspire efforts to reform the corporation.

The purpose of this paper is to examine the origins of and current practices in corporations seeking to define themselves as “purpose-driven”. The literature suggests that consumers, in particular Millennials, are attracted to companies that define themselves in this way both in terms of their buying behaviors and as places they would wish to work. The author also wanted to examine whether this trend represented a significant departure from previous activities in corporate citizenship, corporate social responsibility, sustainability or the triple bottom line.

This viewpoint reviewed the history of corporate philanthropy and social commitments from the 1880s to today to identify trend waves in this category. The author then examined some current examples of “purpose-driven” behavior to identify best practices.

The author found that there is considerable confusion in the marketplace about what constitutes best practices in corporate citizenship. The author also found that the outputs from preceding waves of corporate citizenship have created atomized pockets of similar activities in individual companies that either overlapped or were at odds with each other. This analysis suggested that there were four key requirements for companies trying to maintain a purpose-driven corporate brand: long-term commitment, authenticity, that they be employee-driven and be based on collaboration.

The viewpoint was based on secondary source material and did not involve any primary research.

By identifying some core principles for purpose-driven activity, the viewpoint will help companies create and effectively maintain a master narrative.

This review of corporate social responsibility will also create framework for thinking about the appropriate balance between the social and profit-driven motives of today’s corporations.

The author believes that this viewpoint is the first to examine the entire spectrum of corporate social commitment from both a historical and contemporary perspective.