Moving beyond the business case: How to make corporate sustainability work

One of the most investigated research topics in the corporate sustainability literature is the business case. Long lionized for linking the profit motive to corporate environmental initiatives, the business case for sustainability is now vehemently criticized. These critics generally argue for a return to the state and stronger regulatory frameworks. Others counter that because the private sector's capabilities are uniquely suited to realizing effective sustainability innovations and outcomes, we must not abandon but further develop our business case understanding. In this view, firms' voluntary efforts are key for innovative solutions to sustainability problems. This article overviews and unites these seemingly disparate positions. We move the field forward by placing in context criticisms and also opportunities for more meaningful positive impacts from corporate sustainability. Specifically, we argue that an effective business case orientation requires shifting to a broader all stakeholders win approach. This entails impact orientation, collaborative approaches, and economic restraint.

Automated summary

One of the most debated topics in corporate sustainability literature is the business case. While it has long been praised for connecting profit motives with environmental initiatives, it is now facing vehement criticism. Some argue for stronger regulatory frameworks, while others believe that the private sector's capabilities are crucial for driving sustainability innovations. This article seeks to unite these differing views by emphasizing the need for a broader stakeholder approach that focuses on impacts, collaboration, and economic restraint.