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This study seeks to develop an Environmental Sustainability Balanced Scorecard (ESBSC) articulated through a strategic map for collaborative implementation by municipalities by municipalities. In addition, it aims to elucidate the architecture of this tool.

The research uses qualitative methodology, initiating with document analysis, followed by municipal-level surveys and an interview with the Norte Portugal Regional Coordination and Development Commission (CCDR-N).

The study constructs an ESBSC that adopts an integrative approach to sustainability, focusing on municipal joint action. The tool fosters synergies and enhances cooperation. By incorporating a strategic mix, the tool contributes to improving the environmental management performance of the participating municipalities.

This study introduces a tool designed for municipalities that aspire to incorporate environmental sustainability into their strategies. This tool facilitates the implementation and management of a long-term environmental strategy, with potential implications for organization and its culture. In addition, it highlights critical environmental factors that should serve as a starting point in future studies or applications of this tool.

Involving both an academic institution and multiple municipalities, this research identifies critical environmental factors that enhance environmental awareness within municipalities and designs a tool that, when consciously adopted, can influence the culture dynamics of the population involved. Furthermore, it proposes a structured and systematic research method for creating an ESBSC for joint municipal action.

To the best of authors’ knowledge, this research constitutes the first exploratory attempt to devise an environmental strategy for joint municipal action. Although the tool emphasizes the environmental component, it promotes an integrated vision of sustainability. Despite the extensive application of balanced scorecards in various organizational contexts, their utilization in fostering environmental sustainability at a municipal level remains underexplored. This study addresses this gap by developing a tailored strategic tool that operationalizes environmental priorities within municipal governance frameworks.

This study aims to explore the mechanism of boundary-spanning search on firm’s innovation performance under environmental dynamics from the perspective of strategic knowledge integration.

A survey was conducted among Chinese firm managers and R&D personnel, resulting in the collection of 315 valid samples. Hierarchical regression analysis was mainly adopted to demonstrate the hypothesized relationships, while the Sobel test and bootstrap method were used to further validate the mediating effects.

The results demonstrate that boundary-spanning search in different dimensions is a critical factor in the improvement of firm innovation performance (FIP). Two types of strategic knowledge integration are the main factors causing FIP and mediate the influence of boundary-spanning search on FIP. Furthermore, environmental dynamics moderate the relationship among boundary-spanning search, strategic knowledge integration and FIP.

Managers need to strengthen the boundary-spanning search for market and technical knowledge, which will promote firm innovative performance. Managers also need to implement strategic knowledge integration, which specifically includes using planned strategic knowledge integration to compensate for knowledge deficiencies, thereby achieving predetermined objectives; and using emergent strategic knowledge integration to update their understanding of internal and external environments, and to reset strategic objectives. In dynamic environments, managers should emphasize strategic knowledge management activities more.

From a strategic management perspective, this study categorizes strategic knowledge integration into planned and emergent forms. By applying the logic of knowledge acquisition, integration and creation, it explores how boundary-spanning search affects FIP through strategic knowledge integration as the intermediary and the boundary conditions of environmental dynamics. This not only provides a deeper understanding of the nature and effects of boundary-spanning research but also enhances the theory of strategic knowledge management.

This article aims to comprehensively review the measurement and management of supply chain performance (SCP) and strategic performance (SP). It strives to identify integrable features regarding frameworks, measurement approaches, practices and emerging research issues in these areas to integrate SCP and SP for measuring and managing performance. It intends to develop a dynamic-integrated-performance-system by incorporating integrable aspects of SCP and SP to link these domains for organizational performance improvement.

Using systematic-literature-review, this study analyzes 154 articles published in selected peer-reviewed international journals from 2000 to 2023 regarding SCP and SP. It assesses existing knowledge regarding research-design followed, challenging areas and imperatives in these critical business domains to investigate the prior conceptual, empirical, case study-based and literature-review-based articles.

The study identifies integrable features regarding key theoretical and measurement frameworks, critical objectives, significant measures, effective practices for measuring and managing SCP and SP and emerging research issues common to these areas. The findings help develop a dynamic-integrated-performance-system that uses the theoretical lenses of resource-based-view/dynamic-capability-theory and adopts a comprehensive framework like DBSC (system-dynamic-model with BSC perspectives). It incorporates identified integrable measures and best practices to monitor, measure, manage and improve organizational performance for sustainable competitive advantage. The article reveals that earlier studies have overlooked analyzing SCP and SP integration aspects.

From the theoretical viewpoint, the present SLR is unique in three ways: first, in investigating both the measurement and management of SCP and SP holistically; second, in identifying integrative features of these two; and third, in proposing a DIPS to link SCP and SP for performance improvement. The study reveals that existing literature has focused on measuring and managing SCP and SP in isolation without attempting a comprehensive and unified approach to integrate the respective domains. The present SLR adopts a holistic approach to link SCP and SP from SCM and strategic-management perspectives. The study proposes a dynamic-integrated-performance-system to measure, manage and improve performance in a unified method.

This study provides SC and strategy practitioners with an understanding of strategy-performance pathways for achieving strategic objectives and executing risk mitigation initiatives to counter disruptions. It enables SC managers to comprehend SC practices and SCP leading to dynamic SC capabilities development. Operationalizing the proposed DIPS will help firms link SCP and SP, align operational SC practices with strategic sustainability and circularity objectives and meet sustainable development goals while benefiting social and environmental stakeholders.

Assessing relationships and identifying a unified approach integrating SCP with SP have not been addressed earlier. This study's uniqueness is finding integrable features of SCP and SP and constructing a dynamic-integrated-performance-system to link these domains for achieving strategic competitiveness.

Measuring shared value (SV) created in innovation ecosystems (IEs) is increasingly relevant but complex, given the multidimensional and multiactor nature of both concepts, which challenges traditional performance measurement systems (PMSs). Moving from this gap, the authors propose an integrated approach to extend the balanced scorecard (BSC) for measuring and monitoring SV creation at IE level.

The proposed approach combines the most recent contributions on PMS in IEs and SV to define perspectives and dimensions that are better suited to deal with the nature of both IEs and SV. The approach is also applied to the real case (Alpha) of an Italian IE through a step wise method. Starting from the IE vision, the authors identify in the strategy map the specific objectives related to each perspective/dimension combination and then associate a performance indicator with each objective.

The resulting SV BSC is composed of indicators interconnected along different perspectives and dimensions. The application of the approach to the real case proves its feasibility and highlights characteristics, advantages and disadvantages of the SV BSC when used at IE level. The authors also provide guidelines for its application to other IEs.

The study contributes to the research on PMS by introducing and applying to a real case an integrated approach to assess SV in IEs, overcoming the shortcomings of PMS framed for single firms. It can be of interest for both researchers in the field of ecosystems value creation and practitioners managing or promoting such complex structures.

This study aims to examine the impact of the regulatory focus of the top management team (TMT) members on the technological diversification of firms in high-technology industries based on the upper echelons theory and regulatory focus theory and explore the moderating effect of environmental uncertainty.

This paper uses data on the Chinese Growth Enterprises Market Board (GEM)-listed companies from 2012 to 2016. The authors collected data on TMT regulatory focus from firms’ annual reports by Python programming. A fixed-effects model was used to test our hypotheses.

Results indicate that TMTs with a high promotion focus are associated with greater technological diversification, while TMTs with a high prevention focus are linked to lower technological diversification. Moreover, environmental uncertainty amplifies the positive relationship between promotion-focused TMTs and technological diversification, while it diminishes the negative relationship between prevention-focused TMTs and technological diversification.

This study is limited to high-technology firms listed on the Chinese GEM, which may restrict the generalizability of the findings. Future research could validate these results in different countries and industries to enhance their robustness. Additionally, this study focuses on the impact of TMT regulatory focus on technological diversification; future studies could explore its influence on other strategic decisions, such as digital transformation or innovation strategies.

The results suggest that firms should carefully consider the regulatory focus of their TMT when making strategic decisions regarding technological diversification. Boards of directors should ensure that the TMT’s regulatory focus aligns with the firm’s strategic objectives, particularly in high-technology industries. Moreover, firms should adapt their strategies to the level of environmental uncertainty to better navigate the risks and opportunities presented by a dynamic market environment.

Supportive evidence allows authors to discuss how our findings contribute to the upper echelons theory, as well as the emerging stream of firm technological diversification, which provided valuable psychological insights into the factors influencing TMT strategic decision-making. Meanwhile, this paper integrates the factors of the industry macro-environment to explore the changes in the TMT regulatory focus on firm technological diversification under different contexts.

This study aims to investigate the impact of green marketing strategy (GMS) and firms’ decision to invest in or divest from green marketing activities during a crisis on business performance.

The study collected survey data from 245 Greek firms during the 2015 Eurozone crisis to investigate the impact of GMS and green marketing investments on firm resilience during crisis. Time-lagged, objective performance data for a subset of these firms helped examine the impact of GMS on postcrisis financial performance.

Pursuing a GMS builds resilience, especially for companies that decided not to reduce resources allocated to green marketing activities during a recession. Beyond resilience, firms investing in GMS during the crisis experienced improved financial performance in the long run. Finally, this research proposes a typology of GMS responses during a crisis.

This study does not specify which types of green marketing activities lead to more investment or divestment during a crisis.

The study offers insights for allocating resources to green marketing during recessions. Supporting GMSs during unpredictable times is important to successfully navigate performance both during and after a crisis. Six crisis response profiles are offered: green-nonbelievers, dis-investors, reluctants and cautious-, opportunistic- and strategic-green investors.

The study proposes a balanced approach to environmental sustainability, marketing strategy and firm performance during a crisis.

The study argues that GMSs enable firms to survive a crisis and recover from financial shocks.

This paper aims to analyze the impact of green people management (GPM) practices on the development of organizational competencies for sustainability in Brazilian publicly traded companies.

To validate the proposed model and hypotheses, a quantitative-descriptive methodological strategy was adopted, empirically investigated through a survey with publicly traded companies listed on B3 S.A. (Brazil, Stock and Exchange). The collected data were analyzed using exploratory factor analysis and multiple linear regression.

The results indicate that green ability has a positive impact on the development of strategic and systemic competence for sustainability. Green motivation has a negative impact on the development of systemic and economic competencies for sustainability. Green opportunity positively impacts the development of strategic, systemic and economic competencies for sustainability.

In terms of academic contributions, this study allowed for an empirical and comprehensive evaluation of variables related to GPM practices and their impact on the development of organizational competencies for sustainability, in line with the research agenda of the management field, focusing on outcomes for individuals (employees) and organizations.

The identification and possible implementation of certain GPM practices as a way to boost recruitment, selection, evaluation, rewards, recognition and involvement of individuals with green values and objectives, minimizing environmental and societal impacts, represent the main managerial and social contribution.

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.

Based on stakeholder, agency and institutional theory, this study aims to examine the role of institutional ownership in the relationship between environmental, social and governance practices and CEO compensation.

Utilizing a fixed-effect panel regression analysis, this research utilized a panel data approach, analyzing data spanning from 2014 to 2021, focusing on US companies listed on the S&P500 stock market index. The dataset encompassed 219 companies, leading to a total of 1,533 observations.

The analysis identified that environmental scores significantly impact CEO equity-linked compensation, unlike social and governance scores. Additionally, it was found that institutional ownership acts as a moderating factor in the relationship between the environmental score and CEO equity-linked compensation, as well as the association between the social score and CEO equity-linked compensation. Interestingly, the direction of these moderating effects varied between the two relationships, suggesting a nuanced role of institutional ownership.

This research makes a unique contribution to the field of corporate governance by exploring the relatively understudied area of institutional ownership's influence on the ESG practices–CEO compensation nexus.

This study offers practical insights into how generative artificial intelligence (AI) can enhance responsible manufacturing within the context of Industry 5.0. It explores how manufacturers can strategically maximize the potential benefits of generative AI through a synergistic approach.

The study developed a strategic roadmap by employing a mixed qualitative-quantitative research method involving case studies, interviews and interpretive structural modeling (ISM). This roadmap visualizes and elucidates the mechanisms through which generative AI can contribute to advancing the sustainability goals of Industry 5.0.

Generative AI has demonstrated the capability to promote various sustainability objectives within Industry 5.0 through ten distinct functions. These multifaceted functions address multiple facets of manufacturing, ranging from providing data-driven production insights to enhancing the resilience of manufacturing operations.

While each identified generative AI function independently contributes to responsible manufacturing under Industry 5.0, leveraging them individually is a viable strategy. However, they synergistically enhance each other when systematically employed in a specific order. Manufacturers are advised to strategically leverage these functions, drawing on their complementarities to maximize their benefits.

This study pioneers by providing early practical insights into how generative AI enhances the sustainability performance of manufacturers within the Industry 5.0 framework. The proposed strategic roadmap suggests prioritization orders, guiding manufacturers in decision-making processes regarding where and for what purpose to integrate generative AI.