Although several sustainability implementation frameworks have been proposed, researchers have not yet proposed theories or models to help organisations speed up the rate of sustainability diffusion and narrow the gap between what is known and what is put into use. This study sought to fill this gap by proposing a sustainability diffusion model. The model was developed from an exhaustive review of the corresponding literature. It uses Rogers' (1962) diffusion of innovations theory and Ajzen's (1991) theory of planned behaviour as a theoretical foundation. The model was tested and its structural architecture was validated in three different sustainability contexts; namely, duplex printing in UK universities; sustainable computing in service-based businesses; and sustainability culture in UK universities. The primary data was analysed statistically using SPSS, and structural equation modelling (SEM) in particular was used to validate the structural architecture of the proposed model. The SEM results indicate that the structural architecture of the theory of planned behaviour is well-founded. All the hypotheses that underline the theory's paths were supported. In contrast, the structural architecture of the diffusion of innovations theory was weakly supported. Some of the paths were rejected in at least two occasions. For example, the relationship between pro-sustainability knowledge and attitude was neither statistically significant nor directional. Moreover, several components of the 'verified' model turned out to be statistically insignificant or were rejected altogether. These were knowledge, perceived self interest, perceived persuader legitimacy, perceived consequences, perceived argument quality, trialability and perceived source credibility. Accordingly, once these constructs were removed and the model was restructured in accordance with the results of SEM analysis, an entirely new version of the 'sustainability diffusion model' emerged (See Figure IX-2). The architecture of the new model suggests that in order to speed up the rate of sustainability diffusion, change agents must emphasise the relative advantage, compatibility, subjective norm and the urgency of the pro-sustainability initiative under implementation and de-emphasise any complexities or risks associated with its operationalisation. Unexpectedly, the new version of the proposed model relies more on Ajzen's (1991) theory of planned behaviour as a theoretical foundation than on Rogers' (1983) innovation-decision process model. In other words, the new model maintained almost all the features of the theory of planned behaviour, but it only absorbed some, but not all, of the components of Rogers' innovation-decision process model. Nevertheless, the new model maintained its holistic nature. It still takes into account both the person-specific and innovation-specific factors that influence the diffusion, adoption and actualisation of pro-sustainability behaviours/initiatives.

Purpose – The sustainability topic has been receiving a growing importance in the corporate environment in recent years. More and more companies are adopting sustainability practices in all their organisational levels, operations and business process as a whole; however, they have still failed to achieve the anticipated goal. Existing roadmaps, frameworks and systems do not comprehensively support sustainable business transformation. This research proposes a four phases framework, based on BPM, to help organisations to implement sustainability practices in the organisation business processes and has verified it with industry/academic specialists and validated it in a local organisation focused on sustainability initiatives. Design/methodology/approach – A conceptual framework has been created, verified and validated. The framework is based on Business Process Management (BPM) principles, which was chosen because due its capability to work in a cross process way while providing the full control of the process performance. It was then verified using a Delphi study held with 21 specialists in Sustainable Operations Management from both academia and industry and validated using an action research study on a biomass company focused in the development of sustainable energy technologies that wished to improve the implementation of sustainability initiatives in its business processes and operations. Findings – It was identified that organisations still struggle to succeed the implementation of sustainability projects. The research outlined that the business process management (BPM) approach can be used as way to implement sustainability practices in an organisation’s business processes by using the conceptual framework. The benefits from this approach are the enablement of continuous process improvement, improvement of process quality; cost reduction; increase in the customer satisfaction; and better control 3 over process performance, which can be directly linked to the improvement of the sustainability improvement. Research limitations/implication – The main limitation of this research is the application of the framework in only one real-life scenario, which was expected due the research method chosen to validate it. Future work aims to apply the framework in different scenarios, in organisations with different sizes, different maturity level, different sector, and different locations. Further research will also investigate the symbiosis of the BPM approach with other management approaches, such as lean/green manufacturing, project management, and green supply chain and carbon footprint. In addition, in a further moment, once companies are familiarised with the project methodology, it is possible to create a centre of excellence (an area within the organisation with the best practices/ processes of the industry) in terms of sustainability bringing even more value, improving continuously and generating more innovation by the form of green reference process models. Practical implications – The proposed framework uses a Business Process Management (BPM) approach, which provides a systemic solution for the organisations adopt sustainability practices in their business processes.

The existing research around sustainability has traditionally had a reporting focus with less attention towards the controlling of a company. As more research has directed its attention towards the controlling perspective, the human interaction has not been substantially considered. In order to increase the understanding around sustainability implementation the purpose of this study is to investigate how controllers develop management control systems in order to incorporate sustainability within the company’s controlling process. By conducting an exploratory study with interviews of seven controllers with experience from sustainability implementation, rich empirical data is collected and analysed. The study is able to show how sustainability is being implemented through a basis of three fundamental parts: the person, the package and the process. The study has several findings; controllers try to deal with sustainability proactively, controllers implement sustainability differently depending on their background and sustainability is easier implemented if being treated like regular data. The study is contributing both practically as well as academically as it is able to identify and exemplify how Swedish controllers are implementing sustainability within the controlling process.

Purpose : The purpose of this article is to describe how do employees of multinational textile industry organizations implement the sustainability of an organization in accordance with the sustainability vision of the organization itself. Theoretical Framework : The theoretical framework will be based on sustainability development which will be used to give an understanding of the implementation of sustainability in an organization by the employees following the vision of the organization and which will function as a framework to then be able to analyze the data empirical evidence from this study. First, sustainability development will be presented as a general framework for analyzing sustainability and its various factors. Subsequently, more specific literature on the various sustainable practices of the textile industry will be presented. Finally, the obstacles to sustainable development in the textile industry will be highlighted with green washing, which is a scourge today, consumer attitudes and the challenges of implementing sustainability. The sustainability is necessary and primoridal these days, it is important to understand why, how to meet this growing demand while overcoming the obstacles previously identified to combine performance and sustainability development in the implementation of actions on the part of employees in the textile industry. Methodology : The data analyzed and discussed in this study consists of primary data in a qualitative research collected during online focus groups and secondary data through annual report, academic papers, and books. Findings : Although employees are trying through many very promising actions that allow H&M to move closer day after day to its own goals of becoming 100% climate positive is 100% fair and equal, 100% leading change and 100 % circular and renewable, it is however impossible for the organization to be from all points of view and within its entire supply chain to be 100% sustainable.

Sustainability has become an undoubtedly popular and important topic, being discussed among many researchers as well as practitioners. Previous research has focused on the importance of implementing sustainability into organizations’ core business, as well as highlighting potential risk of an inadequate focus on the economic perspective of the triple bottom line (TBL). However, it has still been argued that there is not enough theoretical and practical knowledge on how to implement sustainability with the use of management control systems (MCSs). The aim of the study was thus to explore how traditional management control (metrics and measurements) as well as culture, values and communication can be used to implement the social, economic and environmental perspectives of sustainability into the organization. The authors performed an exploratory study, interviewing six sustainability managers/directors working at companies with a strong sustainability focus, as well as collecting data from the chosen companies’ sustainability reports. The findings suggest that companies implemented and created awareness for the sustainability objectives through the use of both metrics and measurements relating to the TBL perspectives, as well as through communicating and spreading the organizational learning of the culture and values connected to sustainability. The study also provided for challenges and possibilities when implementing the TBL perspective of sustainability.

Nowadays, businesses are considering implementing sustainability and using it as a strategy. Many corporate are focusing on the sustainability of their business, hence how do small businesses or entrepreneurs approaching sustainability? Is sustainability essentialfor them as well? This study focuses on young entrepreneurs' perspectives towards sustainability implementation and theirmotivation on opening a business in the F&B industry. The youngentrepreneurs' backgrounds, beliefs, and characteristics willinfluence their perspectives on sustainability implementation. The aim of this study is to know young entrepreneurs’ perspectives on implementing sustainability in the F&B business. This study uses a qualitative research method and focuses on five young entrepreneurs from Indonesia and Malaysia. The theoretical framework is targeting the F&B industry, entrepreneurs' actions in the business,sustainability as strategy, last but not least sustainability, andbusiness. The data collection uses structured interviews andqualitative interviews. The result of the study is shown as thecombination of theoretical frameworks and interviews; thus, it wasdivided into young entrepreneurs' actions in the business andperspectives of sustainability implementation.

There are increasing demands on businesses to take responsibility for sustainability, which raises the issue of how companies practically implement sustainability into their everyday operations. Previous research has indicated a need for further studies of the implementation of sustainability considering the application of organisational change and influential factors of leadership and organisational culture on the change process. However, studies of sustainability implementation in organisations have previously focused on either large and multi-national companies or studies of small enterprises. The aim of this study is to explore the organisational change process of sustainability implementation, and the influence of organisational culture and leadership, in ten medium sized companies in Sweden. The study employs a qualitative methodology using semi-structured interviews with multiple sustainability leaders to gather their perspectives on the change process of implementing sustainability. Thematic content analysis and a theoretical framework adapted from Kotter’s theory of organisational change, integrated with Schein’s three levels of organisational culture and a systems leadership perspective is used for analysis. Key findings indicate that the change process of implementing sustainability is continuous and includes an initial process of converting external demands to internal need and urgency within the company. The change process needs to be continually supported by top management and fostered through trust building as well as continually anchored in cultural values and identities. Based on the findings of the study, a model is developed for analysing the sustainability implementation process in medium sized companies through organisational change with culture and leadership.

Research Purpose: The Corporate Sustainability Reporting Directive (CSRD) is a new regulation within the EU thataims to end greenwashing, by aligning existing frameworks, expand the scope including valuechain activities, simplify reporting, and increase comparability of EU firms for investors andstakeholders. The CSRD was established in January 2023, therefore the purpose of this study isto explore and research the CSRD impact and the corporate response of firms subject to itsstandards soon. Research Question: - What are real-estate firms' corporate responses to the CSRD? - How will CSRD impact sustainability work throughout the value chain? Methodology: To answer its research question the study takes a qualitative approach, since thelack of previous research on CSRD, in order to understand the specific context of thephenomena. Semi-structured interviews were conducted with case companies and experts withinthe field of CSRD. Results: The results indicate that firms are positive to the new sustainability reporting that theCSRD proposes, it simplifies previous sustainability reporting but comes with complexities ofadministrative burden and firms having to rethink some processes. Therefore, the firms take animitative response in order to save costs and resources. The case companies perceivesustainability as crucial for survival, but mainly to build legitimacy and cost-efficiency. Thevalue chain implementation poses the biggest challenge for firms, due to lack of availability andcontrol over value chain partners outside of the EU reach.