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Purpose This paper aims to investigate overlaps, complementarities and divergences between the literature on circular economy (CE) models and related literature in non-linear production models and frameworks, including CE, reverse logistics, closed-loop, industrial symbiosis and industrial ecology. Design/methodology/approach A systematic literature review was conducted focussing on the benefits of non-linear modes adoption. Findings The results show a high degree of convergence in findings, gaps and weaknesses of these literatures. Negative environmental, economic and operational impacts are understudied. There is a scarcity of studies identifying practices resulting in empirically tested benefits. The business and society case for non-linear production is still largely built upon conceptual studies, modelling and a few case studies. Despite a normative focus, there is very little use of theory, in particular, management theories. Research limitations/implications First, the authors use only one, albeit highly recognized database, Scopus. This database may have omitted some relevant research, journals such as the Journal of Cleaner Production and Resources Conservation & Recycling that are more likely to publish such research and also have a more interdisciplinary approach. This is an important gap and interesting result to claim for more interdisciplinary research. Second, the filtering process used and the focus on Association of Business Schools top journals may have also omitted some relevant research, such as a large stream of literature in specialist journals such as Resources Conservation and Recycling and the Journal of Cleaner Production. Practical implications There are contradictions, tensions and epistemological ambiguity that needs to be critically addressed. Such tensions may be associated with the knowledge field that gave rise to these different non-linear production approaches. Many of them appeared at the same time, but from different sciences and disciplines with their own perspectives. Then in doing so, they create confusion in the definitions of CE, assumptions underlying modelling and business choices arising from this complexity. This can be minimized through the critical interpretation of knowledge to elucidate epistemological quandaries to improve the understanding of the economic, social and environmental impacts of practices. Social implications In some way, this result makes sense, as the authors have limited the search to management, business and accounts journals, especially talking about Operations Management journals. This is an important gap and interesting result to claim for more interdisciplinary research. Originality/value In addition to gaps previously described, the authors identified areas of tensions where the literature offers inconclusive – often contradictory – findings requiring further exploration. A better understanding of these tensions is required to understand the impacts of non-linear production and develop policy guidelines for industry and policymakers to scale-up CE.

PurposeThe instrumental-normative divide that has historically characterized approaches to societal sustainability has also resulted in a rift between underlying mental models and methods destined to address the issue. This separation makes our understanding and tackling of the present global ecological problems only limited and ineffective. The present work aims to draw on theoretical background to develop a conceptual framework for transitioning to integrated corporate sustainability.Design/methodology/approachDrawing inspiration from Luhmann’s (1995) theory of social systems, we consider the instrumental (hard) and normative (soft) methods (Jackson 2019) for corporate sustainability as “conceptual systems” that derive much of traditional social systems’ attributes. These systems are autopoietic, complexity-reducing and functionally differentiated. Following Luhmann’s philosophical grounding, we suggest that integrating the two systems of hard and soft methods boils down to constraining both systems’ internal complexity by imposing limitations on their operational structures. This translates into a decodification–recodification process whereby new methods emerge as a combination of initially disconnected structures.FindingsThe proposed conceptual integration framework is applied to the case of the Sustainability Balanced Scorecard (SBSC) which has been recently subject to inconclusive controversy. Our work demonstrates that redesigning the SBSC’s architecture following the presented framework leads to embracing complexity, tensions and conflict all the while offering a systematic approach for properly identifying and quantifying cause–effect relationships. Moreover, the proposed framework scores high in Complexity and Systemicity measures, making it both durable and practically useful. More generally, this work drives home the point that an integrated approach to sustainability management is not only important but also feasible and theoretically durable.Research limitations/implicationsTheoretically, the present work underscores the contribution of systems theory, and particularly the Luhmannian perspective, to transcending some of the most salient “divides” in approaches to societal sustainability. The decodification–recodification process not only enables integrating two distinct conceptual systems, but it also transforms the divide into an opportunity to gain a fresher perspective on one of the most challenging issues of our time. This process may demand, however, some adjustments as we move across various function systems, which requires solid knowledge and understanding of the underlying “codes” that define the systems subject to integration.Practical implicationsThis work implies that integration of varied and sometimes outwardly opposed function systems can and must be carried out to achieve larger societal impact. With respect to the illustrated case, the emerging dynamic SBSC offers a viable strategic planning platform whereby managers and stakeholders can concurrently define, forecast and adjust the societal strategy that maximizes triple bottom-line indicators and sustainable development impact.Social implicationsProviding decision and policymakers with integrated sustainability management approaches and instruments will have a direct benefit on enhancing the way systems, and large corporations in particular, treat and deal with nature and human beings.Originality/valueWe propose that proper integration of multiple function systems, employing integrative, unbiased and structured methodologies, can be decisive in challenging current practices in sustainability management and in providing informed guidance for making the high-stake decisions needed in the transition towards sustainable development of business and society.

Purpose The purpose of this paper is to investigate how synergies between lean and green supply chain practices emerge. In particular, the authors explore which practices identified in the literature are actually implemented in a synergic way and determine what synergic results they bring. Design/methodology/approach An in-depth case study of the Brazilian subsidiary of a large multinational company was conducted using interviews, in-plant observations and document analysis. Findings The majority of the practices (26 out of 31) bring synergic results to lean and green performance. Synergies can emerge spontaneously (rather than being strategized) even when the implementation of green and lean practices is compartmentalized in different areas, with no department or supportive management team to treat them in a joined way. The strongest synergic results are found in practices related to suppliers and customers because these supply chain actors act as bridges between the lean and green areas. Research limitations/implications The authors did not have access to the company customers and suppliers. This restriction made the analysis of drivers skewed towards the perspective of the focal company and the way they framed their interactions. Second, the assessment of synergies was in the majority of cases qualitative. Originality/value Empirically, it is the first time that all synergic practices identified in the literature are explored through a case study. Theoretically, the authors developed a model of determinants of lean and green synergies based on constructs emerging from the data; behavioural literature in synergies and research on synergies in mergers and acquisitions.

We challenge existing corporate sustainability theory by exploring how the concept of syncretism contributes new insights that may help us to reconsider the role of business agents in driving society towards a more sustainable future. The theoretical model distinguishes between 'syncretic missionaries' who preach a faith and 'syncretic believers' who are preached to. We draw upon the (hitherto disconnected) literatures on syncretism and corporate sustainability to define the critical role of missionaries and believers in business. Using analogical reasoning, we argue that business missionaries and believers are characterised by varying levels of (1) sensibility to sustainability issues and (2) capacity to open themselves to 'external' idea systems and viewpoints. The type of relationships that are developed amongst and between themselves is alleged to critically shape a firm's sustainability performance. The article ends with an outline of implications for the future of corporate sustainability theory, referring to theories and concepts recently developed in the field (i.e., organisational and institutional logics multiplicity, paradox perspective).

Paper aims: The main objective of this work is to integrate a typology of green supply chain management practices with organizational theories.Originality: We provide a comprehensive typology of GSCM practices based on empirical evidence and conceptual arguments.Research method: Through a systematic review we identified 435 GSCM’s practices that were organized into categories according to their theoretical conception, organizational context and characteristics.Main findings: We identified three organizational context dimensions (innovation, performance and management) and proposed a conceptual model of theory-practice-context congruence, to guide the selection of theories for the design of research and analyses of GSCM practices.Implications for theory and practice: Our main contribution is the alignment of each category of practices and organizational dimension with the selected theoretical lenses that can help future investigations to deepen the analysis of GSCM practices. Besides the theoretical contributions, we believe this contribution can also achieve practitioners.

While prior ecolabel research suggests that consumers’ trust of ecolabel sponsors is associated with their purchase of ecolabeled products, we know little about how third-party certification might relate to consumer purchases when trust varies. Drawing on cognitive theory and a stratified random sample of more than 1200 consumers, we assess how third-party certification relates to consumers’ use of ecolabels across different program sponsors. We find that consumers’ trust of government and environmental NGOs to provide credible environmental information encourages consumers’ use of ecolabels sponsored by these entities, and consumers do not differentiate between certified versus uncertified ecolabels in the presence of trust. By contrast, consumers’ distrust of private business to provide credible environmental information discourages their use of business association-sponsored ecolabels. However, these ecolabels may be able to overcome consumer distrust if their sponsors certify the ecolabels using third-party auditors. These findings are important to sponsors who wish develop ecolabels that are more credible to consumers, and thus encourage more widespread ecolabel use.

PurposeThis paper analyses the relationship between environmental protection and mid‐term financial performance, focusing on when and why this relationship is positive. In particular, the paper disaggregates environmental protection, differentiating between environmental management practices, environmental proactivity and environmental performance of the organization.Design/methodology/approachIt uses a cross‐section survey of 2,122 Welsh companies to gather information on environmental practices and the FAME database to collect data on accounting based financial performance. The paper uses regression analysis on a combined sample of 186 Welsh companies to evaluate the effect on performance of different types of environmental protection.FindingsOn the whole, the results show a positive effect of environmental protection on mid‐term financial performance. Financial performance has a positive and significant correlation with environmental proactivity and with environmental performance, while it has a no significant relation with environmental management.Originality/valueThe paper presents a disaggregated analysis of environmental protection in relationship with financial performance. The paper differentiates between environmental management practices, environmental proactivity and environmental performance of the organization in their relationship with financial performance.

This article examines the conceptualisation of corporate social responsibility (CSR) in the context of mining multinationals (MNCs) in Argentina. It explores the suitability of CSR for addressing social, environmental and economic issues associated with mining in the country. The study is based on interviews with four stakeholder groups in the country: government, civil society, international financial organisations, and mining industry. These are analysed using content and interpretative techniques and supplemented by the content analysis of secondary data from headquarters of mining MNCs. Using the concept of corporate social responsibility orientation (CSRO), the study contrasts the perceptions of major stakeholders and examines adaptation of mining companies’ CSRO to local context. It reveals that the CSRO of mining managers in Argentina differs from CSRO developed by global headquarters; and in Argentina companies “negotiate” economic, environmental and legal dimensions of CSR with the government. Although companies “negotiate” philanthropic responsibilities with the communities, ethical responsibilities are defined by the headquarters and not negotiated locally. The analysis suggests that environmental duties are the critical element of CSR in the mining sector in Argentina. This study treats environment as a separate dimension of corporate responsibility defined as to do “what is safe for the environment”.

The “vicious circle” between poverty and environmental deterioration is a major challenge for those developmental approaches which look to improve the welfare of vulnerable communities. Environmental deterioration increases poverty while, at the same time, poverty causes further environmental deterioration as the business activities which communities depend upon for survival aggravate environmental deterioration by causing pollution and waste. It is therefore necessary that firms and communities collaborate in order to develop innovative solutions to break this vicious circle. This paper argues that such collaboration should be based on genuine stakeholders’ integration and entrepreneurship, proposes a holistic framework to guide business intervention strategies, and further explores collaboration scenarios between firms and communities.

This article focusses on corporate attitudes to stakeholder environmental pressures in Argentina. It uses a cross section survey of 505 CEOs of Argentinean firms to gather information on environmental attitudes and a stakeholder theory framework to design and interpret the statistical analyses. It is underpinned by theoretical and empirical findings in the literature on stakeholder management, targeting in particular studies that deal with corporate social responsibility (CSR) in Latin America. Its general aim is to gain a deeper empirical understanding of the coherence between managers’ perceptions of stakeholder pressures and the importance they are given in corporate CSR strategies through an empirical investigation of environmental management (EM) decisions. In doing so, it uncovers general differences in the way firms perceive and treat groups of stakeholders. It also detects variations across firms, observing that some are typically proactive in their response to stakeholder pressures whilst others are less responsive. Profiling the various stakeholder networks and the corporate response strategies in this way encourages the development of stakeholder-focussed policies and corporate strategies that emphasise communications, awareness and a clear sense of direction. It concludes that CSR appears to be more effective in the protection of the environment than previously reported. Although this study focusses on EM in Argentina, the findings are more generally applicable.

Firms are under pressure to invest in environmental management systems (EMSs) to reduce the environmental impacts of their activities. Many advocates of EMS adoption promote the idea of ‘win–win’ gains, where improvements in environmental performance are accompanied by financial rewards. The empirical evidence on this is mixed and suggests that the' right' conditions must exist within the firm for genuine environmental performance gains to materialize. The paper uses a survey of 129 Spanish manufacturing firms to investigate managerial perceptions about what these right conditions might be. Results indicate that enhanced environmental performance following EMS adoption is linked to managers' belief in the win–win paradigm, and that managers who adhere to the win–win story also tend to integrate other stakeholder demands into their business strategies. Policy implications conclude the paper. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.

The Greening of Industry Network (GIN) is into its third decade of involvement in integrated environmental, social, and economic debates. This paper introduces GIN to another generation of thinkers and doers, and reintroduces it to participants who have had previous experiences with GIN and/or its activities. GIN's history and the various ‘debates’ sponsored by the organization over the years will be overviewed. We also identify debates and directions that we see continuing or emerging over the next few years, as GIN continues to evolve. Although GIN has been an active player in the debates about the greening of industrial development for two decades, it has evolved as social, technological, organizational, and economic developments changed. Over its two-plus decades, GIN has seen significant shifts in a number of directions, many of these shifts occurring in sporadic and unexpected ways. Climate change, resource depletion, sustainability, technological change with an expanding global communication network, social media, multiple recessions and growth periods, base of pyramid emphasis, a growing academic stream in business and the environment, have all contributed to the various lenses of GIN participants and thereby shaped action and activities in the Network. Change continues. GIN will be there to help understand and address some of these changes as they pertain to the Greening of Industry.

International audience; This chapter examines the strategic integration of Environmental and Social Responsibility (ESR) into business operations. We contend that the enhancement of corporate productivity can be achieved via the symbiotic pursuit of green values and lean production practices. A framework is presented-drawing on the contingency theory (Burns & Stalker, 1961; Donaldson, 2008)-to suggest basic requirements for successful symbiotic 'green and lean' relationships. The model proposes that a sustainable corporate action plan, enabling a strategic orientation of lean and green decision-making, draws upon five interrelated dynamic contingencies: corporate values, consumption, business benefits, legislation, and technology. The theoretical propositions are illustrated and extended using the case study of Adnams Brewery (Southwold, UK)-a company that has come to symbolise the benefits of adopting strong eco-friendly values to 'green' the business and its products. Drawing on in-site visits, interviews with Andy Wood (Managing Director) and analysis of corporate reports, the case corroborates the idea of a symbiotic relationship of lean and green. Adnams case ratifies the importance of integrating responses to the five dynamic contingencies as companies seek to combine business performance with good corporate citizenship. Strongly driven by technological excellence and 'eco-friendly' organisational values instilled by top managers and inciting employees' commitment, Adnams is an instructive epitome of syncretism of ESR with economic performance; in particular, the company is effectively exploiting marketing opportunities-"strong brand and growing reputation"-and enhancing productivity.