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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.

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.

The game plan firms must navigate in the quest of competitive advantage which is changing quickly. More and more firms acknowledge that future prosperity depends on achieving the joint goals of economic, environmental and social sustainability. This understanding has resulted in both firms and actors on the financial markets enhancing their focus on environmental, social and governance dimensions in their respective decision-making processes. In this chapter, the focus is on one key component of the changing game plan, the European Union’s (EU) Sustainable Finance Platform that envisions investors as a key driver of firms’ sustainability transformation. Based on survey data from Swedish listed firms, we discuss implications and outcomes of the Platform. Our results show that investors play an important role in setting the rules of the gameplan for firms. However, not to the extent that it meets the ambitions of the policymakers. This suggests either that the Platform will fail to meet its aims or that firms should expect further significant changes to the gameplan in the future.

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.

Climate change is upon us, and the soft landing window has almost certainly closed given the current pace of response. But climate change is only one of the huge issues facing humanity – indeed, the planetary boundaries model (Rockström et al., 2009; Steffen et al., 2015) ranks biodiversity loss and biochemical flows even further along the path of irreversible planet-threatening change. In the face of powerful inertia, how can we at least shape the hard landing that seems inevitable, where civilization as we know it will likely collapse to support the rising of much better ones? The SDG Transformations Forum supports development of powerful T-systems as a purposeful transformation strategy with this goal. To do so, the Forum has developed a strategy drawing from leading knowledge about how transformation happens, and creating systems change communities that are applying and advancing the strategy in the experimental, adaptive manner focused on deep learning and radical action.

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.

Digital technology and SDGs have gained increasing interest from the research community. This chapter aims to explore the field through a holistic review of 188 publications from 2017 to 2022. For the systematic review of 188 articles, a three-step methodology comprising of PRISMA guidelines was performed, bibliometric analysis and text analysis using VOS-Viewer and Sentiment Analysis using RStudio had been undertaken. Bibliographic coupling revealed the following clusters Digital Space (Over all SDG), Localising SDGs, Financial Systems and Growth (SDG 8), Sustainable Supply Chain (SDG 9), Education (SDG 4), Energy Management (SDG 7), Smart Cities (SDG 11 and 13), Gender, Skills, and Responsibility (SDG 5 and 12), Food Management (SDG 1, 2 and 3), Business Innovation (SDG 8 and 9) and ICT (SDG 9). Next, co-occurrence analysis highlighted the following clusters Circular Economy (SDG 8), Higher Education System (SDG 4), Digital health (SDG 3), Industry 4.0 (SDG 9) and Supply Chain Management (SDG 9). Next, text analysis traced the most relevant areas of work within the theme. Finally, sentiment analysis revealed positive sentiments of the field. The research concluded that only a few SDGs had found major focus while the others don't have any solid ground in the literature. This chapter presents a knowledge structure by mapping the most relevant SDGs in the context of digital technology and sets directions for future research.

Higher education institutions (HEIs) are increasingly recognizing that their unique functions and expertise in research, education, and community leadership make them essential societal partners for helping achieve the Sustainable Development Goals (SDGs). However, the sector is not reaching its full potential, or acting fast enough, given the dire state of global progress on the SDGs. There has been a growing recognition that higher education’s (HE) ability to scale up action on the SDGs is hampered by a range of systemic and structural barriers within institutions, the HE sector, and the local and global contexts more broadly. However, many of these barriers and the potential solutions for overcoming them have been known for years, and a key challenge HE now faces is how to put these changes into practice. In this chapter, we build on insights from the work of the Sustainable Development Solutions Network (SDSN) and others on system transformations for sustainable development, as well as our own work on HE engagement with the SDGs, to propose several ‘meta’ reasons that might be hampering efforts to scale up HE action on the SDGs, as well as some suggested approaches for addressing them. These approaches include treating HE as a system, defining better the outcomes we are aiming for, employing adaptive leadership approaches, and investing in genuine partnerships. While a detailed treatment of these approaches is beyond the scope of this chapter, we hope to encourage the HE community to look at this old problem in new ways.

Due to a change in higher education and adult education ideas and practices globally that have become more learner-centered, higher education is undergoing a transformation at a rate never before seen. Education has also evolved into a lifetime endeavor as the importance of higher education and adult learning has grown. In light of the fact that it offers guidance on how people can find purpose in their lives, transformative learning theory has a prominent position in higher education and adult education. By critically examining their presumptions and expectations and updating them to support higher education students' successful learning, educators can transform their theory and practice of instruction through active and transformative learning. Adapting to the changing capacities brought on by digitization, technological advancements, growing technological connectivity, global market expansion, mobility and migration, and workplace diversity is becoming more and more difficult for higher education institutions. The idea of active and transformative learning and transformative learning strategies are discussed in detail in this chapter to help readers understand their importance and function in effective teaching and learning in the transforming world of higher education. This chapter's major contribution to Active and Transformative Learning: Digital Transformation in Education is the provision of a comprehensive guide and strategy on how to successfully incorporate digital technologies into the teaching and learning process in order to improve student engagement, knowledge acquisition, and the growth of critical thinking skills.