Abstract:

This article consolidates past research to demonstrate that organizations progress toward advanced environmental management stages for corporate sustainability through participatory decision-making. Our contribution reveals the interplay of sustainable development governance, organizational knowledge, sustainable organizational development, and corporate sustainability, shaping environmental and sustainability management. Conducting a quantitative literature review in June 2020, we examined ProQuest, Scopus, and Web of Science databases using keywords like "corporate sustainability," "sustainability management," and "sustainability performance." Among the 338 relevant articles from the last two years, 93 primarily empirical sources were selected, excluding less substantiated or general findings due to space constraints. Future studies should explore how corporate governance, integrated with organizational sustainability practices and performance reporting, influences operational environmental sustainability and fosters a culture of sustainable organizational practices.

Key Words:

Sustainability, Management, Performance, Corporate, Environment, Reporting

JEL Classification:

Introduction

The study is conducted with the aim to gain a deep insight into the vast literature regarding sustainability management and productivity and finding the expansion of paradigm and its boundary of impact over the urban area and economy. Gathered recent data (2019–2020) has been studied, analyzed and interpreted with the most efficient tools (ProQuest, Scopus, and Web of Science) and that led us to prove that sustainability standards and efficient productive metrics are priceless analytical tools for management to build a concrete foundation for the development of society. 

The targeted phenomenon in our study is catalyzed by a systematic review while having an analytic and observational eye on emerging scenarios (the sustainable urban corporate economy). The vast science of performance evaluation systems along with different indicators needs some efficient measures and accurate steps taken to mainstream the production capacity level of sustainability management. The emergence of the research problem arises in the form of whether internal mechanisms to boost the value are caused by the vitalized function of utilizing organizational strengths, along with an embedded role of external factors to uplift infrastructural management settings. The mega paradigm of sustainability management and development finds its strength on the basis of some vital pillars, being economic stability, socially upgraded values and environmental circumstances, to drive the company on a highway of success. 

The role of previous research findings also has been attributed in this research study which guides the authors to indicate that the collective and creative use of participative management proves to be the life-blood to attaining corporate sustainability management and thus recording a hallmark for the organizations to excel on a road to development and innovation. 

The noble objective of this study lies in studying the mega phenomenon of how sustainable corporate governance comes into existence when a beautiful matched-up blend of different processes like sustainability performance assessment and management integrates sustainability into corporate approaches, mechanisms, and products. A productive investment of probing deep into the matter of scientific studies yields and directs the soul of study towards focusing a considerable literature on corporate sustainability management and performance, consequently illustrating that corporate environmental sustainability and management is caused by the correlation between sustainable development governance, organizational knowledge, sustainable organizational development, and corporate sustainability. What we want to clarify is whether an extensive strategic change in the direction of corporate sustainability in business organizations requires de?ning their role and limits as a determinant of sustainability transformations.

Methodology

The scheme of study runs along the lines of performing a systematic review of current ?rst-rate literature on sustainability management and performance in the urban corporate economy, and this has been further ensured by adopting Preferred Reporting Items for Systematic Reviews and Meta-analysis (PRISMA) guidelines. A whole body of supportive matter and study is composed of the inclusion criteria as given (i) a record of publications indexed in ProQuest, Scopus, and Web of Science databases, (ii) whether the study being investigated proved to be original empirical research or review article, (iii) a collective publication data from 2019 and 2020, (iv) to be written in English, and (v) particular search terms covered. Certain conditions drove the publications to be excluded from our research if they were either 1. editorial materials or 2. books. 

One of the best ensuring tools to extract, administer and inspect the relevant data for systematic review stands out to be Systematic Review Data Repository (SRDR), applied in our study. Requiring no institutional ethical approval while Gathering and analyzing publicly accessible documents (academic papers) as evidence made the study to be carried out even more smoothly and perfectly. A whole month of June has been dedicated to a quantitative literature review of ProQuest, Scopus, and Web of Science databases, with corresponding major terms to be searched and analyzed as;  applying “corporate sustainability’’, implementing ‘’corporate sustainability management’’, ensuring ‘’corporate sustainability performance’’, widening ‘’sustainability reporting’’, taking into account ‘’sustainable supply chain management’’, keeping eye on ‘’sustainable corporate development’’, and finally smoothening of ‘’environmental management systems”. As the paradigm of our research goes on covering research papers over a time span of only the past two years, those who met eligibility criteria stood out to be only 338. After excluding some risk factors that might hinder the perfection and quality of research like the elimination of ?ndings that were questionable along with documents unsubstantiated by replication, or too general, or facing problematic space limitations, the final selected number stands out to be 93, mainly empirical, sources (Table 1).

Table 1

Topic	Identified	Selected
corporate sustainability	46	8
corporate sustainability management	52	10
corporate sustainability performance	44	7
sustainability reporting	T9	10
sustainable supply chain management	43	13
sustainable corporate development	44	16
environmental management systems	70	29
Type of paper
original research	310	91
review	18	2
editorial	6	0
book	4	0

Corporate Sustainability

The stamped success of companies in the form of enhanced corporate sustainability appears (Ajibo and Ajibo 2019, D'Amato, Korhonen et al. 2019, Kuruppu, Milne et al. 2019, Mangla, Sharma et al. 2019) when incorporation of first-rate operational and logistics system is ensured. Keeping economic and financial operations in synergy and in combination collectively would lead to equal opportunities that in turn yield productive corporate governance systems. The kingship of mega-corporations in the form of responsible stakeholder interactions and meaningful objectives finds its roots in the devotion to a noble cause of how to undertake, carry on, self-monitor and implement effective corporate strategies. Evidence of an uplift in productive company actions could definitely be sought in better implementation of corporate sustainability, which in turn yields a whole gigantic impact on public thinking, keeping abreast of the sustainability transformations. These are in fact the very company approaches and operations which navigate and shape networking impacts on employee productivity (Gröschl, Gabaldón et al. 2017, Borgert, Donovan et al. 2020, Lemke and Bastini 2020, Tiwari, Sadeghi et al. 2020) in the philosophy of corporate sustainability. 

The marvellous paradigm of productive analytical tools such as Sustainability standards and metrics brings about the possibility of neglect or erroneous decision-making to a minimum. The peak proceeding in the enhancement of sustainable development could only be evidenced by the relentless efforts of private spheres and how they implement and direct the enchanting philosophy of the above illustrated at the mega level. Time reveals that correct implementation of operational processes would lead to sustainable development and such stature pay tribute to glorious corporate sustainability assessment. An unimaginable service of sustainability development is witnessed in the manufacturing sector which in turn, with the assistance of the above illustration.

Corporate Sustainability Management

The observed culture in most companies led one of our research focus to conclude that most of them lack accurate and efficient sustainability practices and proposals within their corporate approaches(Ahuja, Panda et al. 2019, Poltronieri, Ganga et al. 2019, Shad, Lai et al. 2019, Yazici 2020), the drastic effects of which appear in the form of poor strategic management along with least corporate planning. 

Organizational success can be best achieved by investing collective and combined efforts in both corporate sustainability along with efficient use of administrative management. When specifically focusing on economic and social sustainability, sustainability efforts get strengthened by implementing project management. The more organized and integrated the management system, the good networked sustainability. Firms in today's competitive world can ensure their superior sustainability performance through a leveraged mature management system. Further, probing deep into the roots of strengthening an integrated management system would consequently lead the firm towards achieving first-place prompt sustainable performance.

The stamp of success is engraved over the magnificent business development and sustainability practices when carrying out an enchanting blend of human components along with a dynamic management system. The ever increasingly changing market phenomenon of today reveals that the companies focusing on and adopting heterogeneous approaches and tactics would top the list of ensuring sustainable development and satisfying the demands of today's diverse complex customers' segments (Dolan-Canning and Markets 2019, Felstead and Markets 2019, Hollowell, Kollar et al. 2019, Orji and Recycling 2019) which showed that organizational performance has been achieved at its maximum, including knowledge management and total quality management, to name a few. This stands out to be a demand of time that organizations must implement and ensure effort regarding sustainability to make successful organizational change management because sustainability also accelerates economic growth. 

The magnified day-light concept of a management control system demands to be defined as government technologies (Kiesnere, Baumgartner et al. 2019, Granà, Achilli et al. 2020) being empowered to turn administrative strategies into practices, by best utilization of knowledge enhancement. Sustainable development is guaranteed only when organizations would ensoul sustainability into administrative units, thus bringing it further to their management levels. The firm basis of a clearly established regulatory culture and stability in first-rate governance backing, fruits a mega sustainability culture right on the threshold of logistical as well as normative policy-making levels. Firms determined to incorporate modifications at personnel and management levels would find themselves battling with the cruel and crucial unsympathetic phenomenon of adopting and adhering to sustainability.




Corporate Sustainability Performance

The following factors as board composition, deficiencies in knowledge management, implementing strategies and resources, increased competition and strong market tendencies, would grip a stronghold and also drive an impact on the organization's sustainability productivity and performance (Fakoya, Nakeng et al. 2019; Nijhof, Schaveling et al., 2019, Gouda & Saranga 2020).

Sustainability practices applied at full potential would lead to positive organizational change.  Strategic directions with regard to the crossing point between business and society shape companies’ sustainability performance. The dynamics of corporate sustainability performance are even further beautified when enchanted with carrying up operational and economic features with above illustrated sole purpose (Cagno, Neri et al. 2019, Soytas, Denizel et al. 2019, Ukko, Nasiri et al. 2019, Wu, Gao et al. 2019). 

A firm upper hold and knowledge regarding sustainability mainstays and affiliated connections would lead to a capacity to judge and measure performance evaluation systems and indicators associated with them in addition to various organizational size scalability, internal resource usage and convenience, and firm sound sustainable measures and matters.  

The mainstreams of organizational capacity enhancement would be flourished through a committed usage and prosperity of knowledge management regarding the enriched implementation of data technology-supported operations, with a vast capital to be invested. Corporate sustainability runs along the positive line of congruency and association with corporate financial performance. Being pivotal in performance orientation, it becomes even further smooth for sustainability proposals to stand out expensive in productive organizations, resulting in consequently inferior incentives. 

The not much strong linkage between managerial capability and financial performance could be smoothed by sustainability strategy, serving as a catalyst between the two, and quite the opposite of what just illustrated is witnessed in a link between operational capability and financial performance, thus hampering down their linkage towards a negative direction and association.

Corporate Sustainability Performance

The following factors as board composition, deficiencies in knowledge management, implementing strategies and resources, increased competition and strong market tendencies, would grip a stronghold and also drive an impact on the organization's sustainability productivity and performance (Fakoya, Nakeng et al. 2019; Nijhof, Schaveling et al., 2019, Gouda & Saranga 2020).

Sustainability practices applied at full potential would lead to positive organizational change.  Strategic directions with regard to the crossing point between business and society shape companies’ sustainability performance. The dynamics of corporate sustainability performance are even further beautified when enchanted with carrying up operational and economic features with above illustrated sole purpose (Cagno, Neri et al. 2019, Soytas, Denizel et al. 2019, Ukko, Nasiri et al. 2019, Wu, Gao et al. 2019). 

A firm upper hold and knowledge regarding sustainability mainstays and affiliated connections would lead to a capacity to judge and measure performance evaluation systems and indicators associated with them in addition to various organizational size scalability, internal resource usage and convenience, and firm sound sustainable measures and matters.  

The mainstreams of organizational capacity enhancement would be flourished through a committed usage and prosperity of knowledge management regarding the enriched implementation of data technology-supported operations, with a vast capital to be invested. Corporate sustainability runs along the positive line of congruency and association with corporate financial performance. Being pivotal in performance orientation, it becomes even further smooth for sustainability proposals to stand out expensive in productive organizations, resulting in consequently inferior incentives. 

The not much strong linkage between managerial capability and financial performance could be smoothed by sustainability strategy, serving as a catalyst between the two, and quite the opposite of what just illustrated is witnessed in a link between operational capability and financial performance, thus hampering down their linkage towards a negative direction and association.

Sustainability Reporting

Although a backbone function for effective organizational communication (Lueg, Krastev et al. 2019, Bomheuer, Mankaa et al. 2020), this sustainable reporting, after all, does not wholly validate committed transparent sustainable practices. A whole diverse and complex environment of a linkage between a company's internal practices and the connections among practising sustainability accounting, proper management supervision, and ensuring internal communication and reporting approaches, is further smoothed and improved by the operational tools.

The marvel phenomena of sustainable practice would even unveil some precious information which in turn proves market evaluation of systematic risk possessed by the company. An extensive contribution by sustainability reporting, occupying the horizon of external support is witnessed in the majestic form of increased confidence, reporting organizational stakeholders. Amidst the lacking standards being established to audit and regulate, the vital differences in external as well as internal audit procedures would sort and eliminate the potential imbalance in the field of corporate sustainability reporting (Manning, Braam et al. 2018, Ngu and Amran 2019, Nica, Potcovaru et al. 2019) and an affiliated potent feature linked to the intrinsic structural program of corporate sustainability to vitalize organizational proficiency. A lifeblood component of the governance process stands out to be Board capital that would accelerate and enhance organizational sustainability routine and productivity, along with embedding in it a wholesome improvement in bringing about productive corporate governance. Improved status of corporate governance proves to be beneficial in accomplishing maximum sustainability and financial performance, thus a blazed-up boost to corporate reputation. 

Corporate governance finds one of its pivotal supportive elements to be a board capital encompassing heterogeneity. In today's an ever intense competitive market, the business seeking to possess satisfactory kingship in the paradigm of corporate sustainability (Schrack, Traxler et al. 2019, Giannarakis, Andronikidis et al. 2019, Siegrist, Bowman et al. 2019), must ensure that reporting and control are being carried on while being interconnected at the same time. The businesses that have their just-in-time system intact for coping with some contingencies, draw jeopardized measures, regardless of possessing some accurate checks and balances over sustainable measures. 

Knowing the worth and dominancy of issues being environmentally sensitive about corporate governance just in relation to issues proving to be sustainable for business, an expansion and implementation of decision-making at the mega level to cope with environmental misbalances, would ultimately be able to bring about transparency in issues of corporate governance that have been thought of driving the fate and direction of sustainable reporting. 

The blessed consequences of properly implemented corporate governance plans go on dragging the expenses to a minimal limit, mirroring further transparent sustainable corporate culture. Surety that a business runs on a highway of sustainable success, could be purely guaranteed when businesses prove and ensure to overcome and supersede the issue of huge expenses by efficient resource utilization, generating improved levels of revenue generation, administering risk management policies, and engraving a tiger eye on the usage of intangible resource allocation and measurement. 

Keeping an abreast integrated and well-built system of management reporting (Di Vaio, Syriopoulos et al. 2021, Herbert and Graham 2020), sustainability comes to empower companies, yielding long-term benefits.  Beyond a minimal shadow of a doubt, as being helpful to establish a strong foundation of business philosophical path and pattern, the fame of integrated innovative thinking and efficient on-the-spot proactive reporting envigored by the management, have driven companies on a new horizon of success, ultimately stamping their worth and market share. In fact, being enriched with a whole knowledge of how to implement the above two illustrated philosophies, the management would hit a successful mark about how to allocate, distribute and manage their capital along with effective resource utilization, thus stood out as a life-blood to the satisfying and challenging demands of the stakeholder’s, immediately being an efficient tool to boost corporate governance.

Sustainable Supply Chain Management

Unless a company got a lion's grip on how to handle and manage sustainability in the form of a productive supply chain, it would never mark a threshold of uncovering sensitive data about stakeholders and thus designing strategies and plans to satisfy their demands, (Zhuravleva, Cadge et al. 2019, Zeidan, Van Holt et al. 2020, Akhavan, Zvezdov et al. 2019) because this very is the sustainability which vitalizes the efforts of companies to gain vivid success. 

A worth-living opportunity at the doorsteps of sustainability regarding an efficient productive supply chain would minimize the drastic impacts associated with not implementing sustainable actions. Environmental outcome and proficiency is an enchanting brainchild of a pandora box encompassing very important factors, being a watchdog eye on specific products launched in the industry, keeping in check the administrative routines, and constantly taking care of supply chain measures. 

Therefore, a leveraged financial performance could be ensured when sustainability measures are lifted up and implemented at an optimized level, and so a peak level is attained in the communication network of the company. A fair and prosperous practice ensured in the form of green manufacturing is guaranteed when (Bai, Kusi-Sarpong et al. 2019, Westbrook, Pera et al. 2019, Afum, Osei-Ahenkan et al. 2020) when expenses are eradicated and wiped out to a minimal level, and thus a philosophical empire implemented and moved down in an efficient working regarding minimized environmental risk, the social uplift of citizens and better economic conditions promised. A smoothed corporate sustainability always requires battling with and curbing down wrong managerial decisions and handling administrative issues. 

The structural paradigm of sustainability, firming its base in service-based mechanisms along with organizational sustainability, will be strengthened with effective organizational decisions. Competitive advantage is being ensured in today's intense marketing environment by choosing sustainable suppliers, that vitalize and provoke the arousal of a sustainable supply chain. Companies which align their strong strategic network with efficient and proactive supply chain partners will attain organizational objectives according to company policy. 

The two main factors are advancing head-to-head in the company environment, including how well the supply chain partners perform within the philosophy of the company vision, and this one leads to a better sustainable environment to guarantee. As the target of greater efficient manufacturing is set up by the company, the best way to attain this lies in establishing conjoint mergers and consolidation steps taken out to measure, adapt and prompt the living supply chain efforts in bringing about magical manufacturing, thus guaranteeing a thorough sustainable environment. 

The more a company aligned with and is committed to devising sustainability measures, the more prospered growth attained (L?z?roiu, Ionescu et al. 2020, Roy, Das et al. 2020, Shafiq, Ahmed et al. 2020), thus paving the way towards achieving and utilizing funds. A long plethora of different measures and policies to curb and eradicate environmental constraints being problematic in smoothening a sustainable environment is taken into consideration, among which the better and more flexible adjustment in the supply chain schedule top the list of company preferences. 

The above-illustrated measures must be enriched with a proficient productive policy of creating synergy in a consolidative and collaborative way to hit a remarkable performance of feasibility in economic standards and holding up a badge of environmentally sustainable empire. The phenomenon badges itself as the one to stand out as inevitable for the companies that if they prefer to survive in a tense competitive world in order to boost up growth and production measures, which run mainly on the lines of connectivity with the innovative process, then commitments must be made to be ensured in some vital horizons of company strategy, such as a word and act of commitment must be achieved and proved vividly in being the market leader to preserve natural resources in a sustainable productive way, lifting up and embracing highest measures of business ethics, along with better management of stakeholder's interests.

Still, the fate of the above-illustrated measures would seek a guarantee from efficient corporate governance being carried out in a genius way, and how well the company builds up strong productive relations with a community proving to be the life-blood of its survival- the customer and the efficient sustainable supply chain management. 

When the mega-scale war of market leadership originates and the companies find themselves setting up huge business setups, they are constantly being driven by the approval of stakeholders to apply sustainable measures, guaranteeing their supply chain to be environment friendly and responsible in accordance with the social measures taken, that enables them to advance in carrying out most productive operational mechanisms, by focusing on huge investment on analytical capacities to enhance. The two-way benefits could be achieved by the corporations in the form of most efficient operational productivity, by consuming goods in a sustainable and environment-friendly way, and achieving production efficiency (Rebs, Thiel et al. 2019, Edinger?Schons, Lengler?Graiff et al. 2019, Uniyal, Mangla et al. 2019) [45–48] which ultimately benefits the society in the form of the most reduced amount of waste generated. 

Companies have been engaged in a consistent battle to gain a badged victory over fulfilling the sky-rising demand for goods and services to be produced efficiently, and this whole would mirror how much logistically strong and financially well-built is the company because a strong network of different factors like a combined economic force, environmental de-stability, and social evils all together are destined to hinder back a company’s performance which involves some disagreements met down in company’s commitments. 

Business working effectively at peak and mega level reflects how efficiently the organizational resources have been utilized and this all depends upon a valuable supply chain management to be employed promptly. Corporate sustainability must consider as its top priority to ensure the stakeholders' participation and also possess strong value chain networks in a more sustainable and consistent way. Companies must limelight a purpose-driven strategy to earn a badge of self-regulation and also attain collaboration at different management levels, and this all becomes necessarily possible when posing adoptable measures related to corporate governance are implemented efficiently. Setting up a living example and a vital role model for the stakeholders to build up a strong collaborative network, leads a company to climaxed level of value delivery network and guaranteed sustainable measures.

Corporate Sustainable Development

The primary target, objective and vision of sustainable corporate development lies in maintaining economic stability, social bringing and designing a low-carbon usage society (Abbas and Sa?san 2019, Ashander, Kliestikova et al. 2019, Furnham and Justice 2019, Kneipp, Gomes et al. 2019) with a beautified mechanism of aligning all strategies with well-formed decision making and efficient operations. 

A blessed yield of prophecies coming in the form of potent and heightened corporate governance takes a rise by eradicating and hindering back social disasters and curbing down environmental dark-edge consequences by implementing innovative and sustainable measures,  Corporate sustainable development in a responsible manner can be embraced by aligning it with some backbone core competencies of the firm like service delivery, operation mechanisms, strategic business patterns and overall outcomes. A hallmark can be stamped in the productivity and efficiency of corporate performance by ensuring practices are in line with sustainable innovation. 

A great change in pattern and modification has been witnessed in the historical philosophical designs of production along with consumption patterns, which totally reshaped the way social and environmental patterns are handled by society, putting up a new world of challenges for organizations to overcome. The more efficiently implemented innovative management at a sustainable level, the more competitive edge a company gains. Economic growth becomes inevitable through the proper application of sustainable measures being charmed up (Wener and Relations 2019, Chege and Wang 2020, Shang, Chen et al. 2019) without harming the treasures of natural resources. 

This very is the challenging task of handling businesses and running their productive environment that lets the businesses cherish a fruitful outcome in the form of environmental sustainability. Success in today’s competitive world commands that strategic management at different organizational levels should bring about sustainable development at the corporate level. A concrete strengthened effort must be prompted by organizations to empower sustainability and run the same line of action to achieve great targets such as shaping a competitive strength in the form of sustainability into productive corporate performance and thus witnessing a hallmark of proven pivotal asset to the organization. 

Companies setting up a life cycle focused on the least accelerated amount of carbon usage, and handling down the crucial issue of economic prosperity and stability would top the ranking list of financial efficiency and productivity. Most irresistible and perfect organizational performance can be guaranteed at the threshold of meeting up employee involvement in operations destined to produce the ecologically best society, along with seeking commands from the best productive management levels. When a whole paradise of assembling up all standards ensuring sustainable development into business plans, operations and strategies is committed, a firm corporate sustainable operational plan is finally devised (Awan, Sroufe et al. 2019, Berke and Relations 2019, Saunila, Nasiri et al. 2019, Tuyls, Pera et al. 2019), abridging and mediating an inevitable relation between technological advancement and socio-environment sustainable measures.  

Economic stability can be stamped as guaranteed at the fulfilment of advanced technological implementation, with a sustainable corporate strategy having an upper hand command over all the magical scenarios and regulating all its standards. The firm would find itself to be most creative when fulfilling the challenging philosophies of social balance, economic stability, environmental productivity, and meeting effectiveness, while at the same time catalyzing advanced growth in booming up environment-friendly operations. 

Today the fate of companies is being driven by green innovative measures which regulate the level of creativity, being the backbone feature to uplift sustainability performance. A deep intense knowledge of creativity, running in congruency with a good supplier involvement, makes business routines successful by shaping them up as environment friendly, ultimately bringing up a sustainable society. This very is the whole magical sphere of environment-friendly standards being met up which finally brings us to the majestic shore of sustainable development, while some assisting tools to be promised too, such as timely accurate involvement by the supplier and implementing creativity.

Attaining and grasping sustainable objectives and targets seems to be at arms-length when supplier involvement is ensured, with continuously revising and devising measures to boost environmental standards. Maintaining sustainability as a final complementary economic tool would keep the high-rising tide of a competitive market in balanced check (Armindo, Fonseca et al., 2019; Chang & Cheng, 2019; Thakhathi, le Roux et al. 2019, Hörisch, Wulfsberg et al. 2019, Teh, Khan et al. 2020) and thus a new horizon of different innovative approaches will be found out to boost up sustainable measures. 

An undeniable phase in maintaining a developed organization is a sustainable strategy, and its implementation must be brought about at all levels of the enterprise. The preemptive measures adopted by stakeholders to guide the organization towards gaining a mega-scale sustainable development, would draw up efficient organizational behaviour and birthing down planning in a strategic way. Companies respire on the spiritual protective wings of some vital determinants such as social welfare, environment-friendly measures and economic stability, to shelter their sustainable congruencies. 

An alive focus of companies must lie upon advising organizations to adopt the supremacy of bringing about sustainability in society, leveraged by the utilization of corporate sustainability.  The constant flow from some primary variables such as environmental pressures and social issues becomes necessary enough for organizations to devise operations so as to conform to the high standards of sustainable development. The operations of businesses, navigating companies to advance to the immense directions of positive change and productive effect, beyond a minimal shadow of a doubt, require an elongated lifetime to be implemented.

Environmental Management Systems

Adjusting and aligning a strong proficient system of environmental management into the golden-coin profile of integrated management (Drennan-Stevenson and Economics 2019, Ikram, Zhou et al. 2019, Abbas 2020, Liu, Kim et al. 2020) would result in better safeguarding of corporate interests to dominate and prevail, as compared to the businesses not conforming to the above illustrated phenomena. 

A heart-touching benefit of green corporate culture would help eradicate environmental de-stabilities. Corporate green performance excels in serving mankind by addressing the least carbon usage, which proves to be a milestone in guiding companies to invent advanced technologies which in turn strengthen the noble cause of highly efficient products and majestic operations, and thus dragging down environmental problems to a minimum. The magnificent beauty of the management system to be oriented as environment-friendly which would enrich corporate sustainability and flourishing corporate business, providing an enchanting platform for organizations to magnify corporate sustainability and improve business operations. 

The need for heterogenous proposals for a sustainable society and environment has become life-blood of the organizations today (Ara, Leen et al. 2019; Caiado, Quelhas et al., 2019; Nica and Economics, 2019; Yildiz, Çankaya & Sezen, 2019, Ruokonen and Society, 2020) since they assist in excelling the company towards environmentally sustainable success at maximum. Already established plans of organizations might not be as well vitalized as to envision the growing worth of the company in terms of rising low-carbon issues. 

A thorough consecutive labelling of green marketing targets to achieve them across all divisions of businesses would materialize and encapsulate a vigorous sustainable performance. Implementing and driving sustainability operations would be successfully met up at the edge of fulfilling some crucial philosophies such as consistently engaged management in all operations, well-balanced and established resource allocation and utilization, a well-paved governing system to watch up the performance of all operations in order to fulfil challenges and commitments made to stakeholders of organizations. 

Consecutively embarking on a philosophical horizon of strategies built up to boost operational efficiency and bring life to sustainable proposals, would lead to gigantic success in the form of maintaining cost efficiency, productive total quality management, preserving the natural environment, and fame to the name of the organization. Corporate sustainability is ensured on the basis of matching up to the expectations of some environmental standards to be fulfilled, and the regime could be turned into reality by minimizing consumption in the materials and energy field, encouraging participation by stakeholders, dragging down expenses to being almost non-existent and developing a level of maintaining highest product quality. 

The whole massive philosophical structure of corporate behaviour being socially responsible (Brulhart, Gherra et al. 2019, Nikolaou, Tsalis et al. 2019, Xie, Zhu et al. 2020) and sensible, would go on influencing a mega yield of organizational sustainable productive measures. An enthusiastic performance captured in the form of corporate sustainability, enlightened up on the shores of environment-friendly practices, guarantees itself by adopting a culture of least consumption of carbon by the company. 

To gain and retain a lion's share in the form of maximum profit earned in the competitive marketplace, proactive businesses know how well the gearing up of a cooperative concern for the stakeholders’ interests is necessary for the survival of the organization. Some socio-environmental constraints may welcome a strong efficient sustainable policy to be brought up in practical shape, thus proving an ensouled criteria for measuring up super proficient sustainable performance by the corporations. 

Accurate performance of corporate sustainability finds itself in positive relation to practices being environmentally friendly, with a least-carbon usage pattern smoothening up the process even further as its indirect reward. Organizations advancing on a highway to innovation would certainly capitalize on the merging worth of sustainability (Pislaru, Herghiligiu et al. 2019, Tsalis, Nikolaou et al. 2020, Wani, Dong et al. 2021) by living in positive peaceful relation to it while at the same time being a major component to the whole mega system of sustainable society. 

Corporate sustainability along with its environmental concern would necessitate the shouldered-up effectiveness of organizations because the main living line of focus of organizations is to vitalize and maximize approaches to accelerate resource utilization, leading towards a jacked-up financial position to occupy, retain and stabilize. How well the gearing-up strategies are being shaped to bring about an evaluation to mark up sustainable performance encompassing different determinants, would decide the fate of operational and decision-making tools of organizations. 

A properly decorated collaborative network of strong organizational measures taken up and the marvellous phenomenon of socio-environmental corporate productivity implemented would abridge a glorious linkage between attaining market leadership by market penetration and balancing down fatal gaseous emissions regarding the greenhouse. A grieved backup provided by the drastic mortal features enough to destroy the well-built structure of organizations will accentuate wheeled-up progress to the above-illustrated phenomenon. 

This very is the mighty pandora box of sustainability to lead and guide society to embrace measures to preserve the natural environment in order to provide undoubted facility cushion for the next generations to come (Hayhoe, Podhorska et al., 2019; Hecht, Valaskova et al., 2019; Küçükbay, Sürücü et al., 2019; Lon?ar, Paunkovi? et al., 2019; U?ar, Denizel et al., 2019), keeping in line to the congruent goals of market capitalization to be charmed up and fulfilled to utmost levels. 

Keeping up a minimal level of carbon usage lies at the top of the list of different companies which leads to an astonishing mega blend of different preferences to be taken down to excel in flourished sustainable objectives, Sustainable environment showers blessings to society by smoothening up ways to bringing up innovative measures to produce environmentally friendly green products. Thus, the majestic phenomenon of sustainable business policies would find deep roots in the enriched engagement of corporate ethics implemented. The fueled-up and economically benefit-engaged investment bring a pivotal cause to fulfil demands of stakeholders and regulatory authorities concerned, in a sustainable environment friendly way.

a great link exists between organizational sustainability measures adopted and strategic decisions implemented. The governing body of the organization would always benefit from the illuminated navigation aided by socio-environmental concepts. The majestic enhancement of innovative methods applied to encourage maximum operational efficiency and best resource utilization would assist to broaden favourable business conditions while sticking to the aim of fulfilling environmental and social obligations. To cope with unbearable and most vulnerable atrocities of cruel market competition, a battle must be won on the offshores of the socio-economic and environmental horizon, by adopting flexible market adoption strategies (Bourke and Economics 2019, Wu, Liu et al. 2019, Hassan, Elamer et al. 2020, Ozbekler, Ozturkoglu et al. 2020).

Further dividing up company operational activities into more sub-tasks by individualizing them, would strengthen market positioning and perceived quality of products offered by the company and therefore a fruitful outcome which appears in the form of sustainable competitive leadership. The influential mega structural philosophy of environment-friendly sustainable measures is influenced by possessing collective knowledge of asset management and also bringing about transparency in organizational practices. Not just above, the combination also goes on influencing the capacity to which the best productive level of technology is set into action to maintain the least-carbon consumption.

A continuous unending fatal wave of different emerging environmental problems has been noticed recently because many companies, although prospering in growth, are not running on a scale of measures that ensure environmental preservation and effective resource utilization. Therefore, a constant demand from the stakeholder community drives a company to look back into policies to ensure sustainable social measures and social uplifting of citizens. Aligned operations of the company in the form of a proper environmental network of corporate policies (Amoako 2019, Madsen 2020) would benefit the company in coining upmarket competitive leadership.

A leveraged characterized uplift in the organizational strengths would amplify and strengthen the organizational internal environment and also external operations and infrastructural network, that goes on further advancing it to a proper flow of knowledge regarding channel management, sustaining creativity, and implementing perfect technologies required and designed. When a heaven of congruency cannot be smoothly built up between environmental actions and policies and efforts to bring sustainable competitive advantage, the phenomena is badged on a glorious path of success by moderation role played by stakeholders. The two major processes would grasp the ultimate success of the corporate environmental actions being organizational components and adapting to accurate strategy at the right time that consequently leads towards prompt heightened competitive advantage. 

A reciprocally combined joined effect enacted by some vital business elements and circumstances leads to designing and targeting mega macro environments for the organizations to operate. The issue grasps even further worth when organisations have come in alignment with some crucial strategies including a very complex internal environment and also maintaining carbon usage levels being controlled by external factors and measured (Herold & Lee 2018; Salim, Ab Rahman et al., 2019, Mahmoudian, Lu et al. 2021) and the whole game mainly attributes it to the collaborative efforts and constant advise from organizational as well as stakeholder community, and the output is in the form of heterogenous approaches implemented in relation to the fragile use of carbon.   

A proper and regular check and balance must be met and kept on the internal strengths of organizations, using low-consumption carbon approaches as inputs and thus gaining sustainable performance and innovative ecosystem social uplift as an outcome of the restless measures taken. Not only inter- but also a backbone role attributed by intraorganizational measures worthy of charging and implementing greenhouse gaseous emission plan, by using tactical plans to balance up carbon usage governance, would badge an organization as a successful entity.

Discussion

An assessment of the measures and actions taken to advance corporate sustainability tops the list of preferences by the organization to merge the efficient sustainability measures in their operational plans and strategies. Today's knowledgeable and wise generation of stakeholders drives organizations to include sustainability measures in their plans, ultimately committing and conforming to an increased level of supply chain management in a socially responsible manner. 

Beyond the slightest shadow of a doubt, a proper corporate sustainability measure and a flourished corporate business, both attribute their success to prompt and accurate environment management systems. This becomes inevitable to link the success of an effective organization's market dominancy with how well it operates in an environmentally friendly sustainable way. 

To continuously strive for innovative upgraded organizational systems, it is necessary to enchant their strategies by adopting and bringing about high sustainability measures. An insight into how brilliantly the sustainable proposals are carried out could be reflected in the level of strategic decisions vitalizing a managed integrated system running in all action-oriented plans of the organization. The main core process regarding efficient production and effective consumption would lead to positive change in social and environmental life-spending patterns and at the same time pose some challenges for the organizations to overcome. 

A tiger eye must be nurtured upon economic balances and regional circumstances that would motivate the organizational management to practice the noble cause of preserving natural ecosystems. Corporate sustainability decisions reflect the quality of their life in the embedded practices and procedures brought up to implement environmental sustainability. Advanced and up-to-date technology will boost the entire paradigm of economic welfare, social upbringing and environmental sustainability.

Conclusions

The existing research has already been blessed, although in some later stage, whether the two main mechanisms regarding corporate governance are right there, being organizational structure and efficient productive performance to navigate and accelerate the impact of environmental sustainability measures taken by corporations in bringing about highest level of organizational productivity

Different noble scales including metrics and strategic tactics being well organized and aligned with congruent evaluation systems of sustainability performance would lead to corporate sustainability to excel on a road of performance and productivity. Instead of a harsh competitive environment to prevail today, the minimal and fragile level of carbon usage is badged up as a noble brainchild of relentless efforts to flourish corporate green performance.

Corporate sustainable productive measures and environmentally friendly tactics and strategies run along the same parallel line of congruency. Proper implementation of innovative and sustainable procedures would save organizations and society from such dreaded evils of social imbalance and adverse natural environments that might otherwise have been playing havoc on the innocent lives of people. The whole network of potential sustainability strategies must be envigored in all administrative divisions and all levels of management of organizations. The capacity to handle project management would bring life to the vitality of sustainability efforts.

The scholastic thoughts to be summed up after such huge productive discussion make scholars enable to say that an efficient governance system of corporations, standing on the philosophical pillars of sustainable rules and proficient procedures embraced, would operate in such perfection so as to bring and nurture operational indicators regarding environmental sustainability. Sustainability development proves to be a lifeblood to the survival of the manufacturing sector and is effective utilization of production processes. The main feature and backbone component to ensoul organizational sustainable development is a long-term strategic transparent plan regarding sustainability. 

compiling up all the productive efforts by organizations to cope with challenging environments in the form of bringing transparency to environmental circumstances, administration and management of stakeholders’ interests, and remaining in compliance with the business ethics, would finally reveal and prove an organizational success, development and commitment to sustainability.

Sometimes organizational performance, under the vast protective shadow of sustainability, must have to fight back with constraints kept hidden in the social environment to record its splendid survival and dominancy in a harsh competitive environment. The majestic overflow of increased operations management and thus productive financial performance is guaranteed under the shadow of corporate governance. In the scenario of described limitations to the article, the paradigm of focus broadened up its wings only to the study of articles published in journals indexed in ProQuest, Scopus, and Web of Science databases within a written record of the past two years, thus letting the offshores of some urban community regarding the unforgettable mighty benefits aroused under the umbrella of productive sustainability management, would welcome new researchers to explore its majestic new horizons in corporate economies working in urban geographies.

The direction of future research is prescribed and suggested in whether corporate governance systems, with the help of bringing about organizational sustainability practices and accomplishing performance reporting, can prove to be decisive in shaping and navigating operational environmental sustainability along with productive efficient sustainable organizational culture

References

• Abbas, J., & SaÄŸsan, M. (2019). Impact of knowledge management practices on green innovation and corporate sustainable development: A structural analysis. Journal of Cleaner Production, 229, 611–620.
• Abbas, J. (2020). Impact of total quality management on Corporate green Performance through the mediating role of corporate social responsibility. Journal of Cleaner Production, 242, 118458.
• Afum, E., Osei-Ahenkan, V. Y., Agyabeng- Mensah, Y., Owusu, J. A., Kusi, L. Y., & Ankomah, J. (2020). Green manufacturing practices and sustainable performance among Ghanaian manufacturing SMEs: the explanatory link of green supply chain integration. Management of Environmental Quality: An International Journal, 31(6), 1457– 1475.
• Ahuja, J., Panda, T. K., Luthra, S., Kumar, A., Choudhary, S., & Garza-Reyes, J. A. (2019). Do human critical success factors matter in the adoption of sustainable manufacturing practices? Influential mapping analysis of multi-company perspective. Journal of Cleaner Production, 239, 117981.
• Ajibo, C. C., & Ajibo, K. I. (2019). Mandatory versus Discretionary Rule Dichotomy in the Harmonization of Corporate Governance Codes: Lessons for Nigeria. Journal of African Law, 63(3), 385–411.
• Akhavan, R., & Zvezdov, D. (2019). Addressing sustainability information needs along supply chains. Sustainability Accounting, Management and Policy Journal, 12(4), 643–666.
• Amoako, G. K. (2019). A conceptual framework. Management of Environmental Quality: An International Journal, 31(2), 331–347.
• Ara, H., Leen, J. Y. A., & Hassan, S. H. (2019). GMS for Sustainability Performance in the Apparel Manufacturing Industry: A Conceptual Framework. Vision: The Journal of Business Perspective, 23(2), 170–179.
• Armindo, J., et al. (2019). "Perceived importance of sustainability dimensions in the Portuguese metal industry." International Journal of Sustainable Development and World Ecology, 26(2): 154-165.
• Ashander, L., et al. (2019). "The decision- making logic of big data algorithmic analytics." Contemporary Readings in Law and Social Justice, 11(1), 57,
• Awan, U., Sroufe, R., & Kraslawski, A. (2019). Creativity enables sustainable development: Supplier engagement as a boundary condition for the positive effect on green innovation. Journal of Cleaner Production, 226, 172–185.
• Bai, C., Kusi-Sarpong, S., Ahmadi, H., & Sarkis, J. (2019). Social sustainable supplier evaluation and selection: a group decision-support approach. International Journal of Production Research, 57(22), 7046–7067.
• Berke, S. J. G. (2019). "The sustainable development of data-driven smart cities: Citizen-centered urban governance and networked digital technologies." Geopolitics, History, and International Relations, 11(1), 122.
• Bomheuer, M., Mankaa, R. N., & Traverso, M. (2020). Improving data management system from Health, Safety and Environmental data external assurance. Journal of Cleaner Production, 256, 120240.
• Borgert, T., Donovan, J. D., Topple, C., & Masli, E. K. (2020). Impact analysis in the assessment of corporate sustainability by foreign multinationals operating in emerging markets: Evidence from manufacturing in Indonesia. Journal of Cleaner Production, 260, 120714.
• Bourke, E. (2019). Smart production systems in Industry 4.0: sustainable supply chain management, cognitive Decision-Making algorithms, and Dynamic manufacturing processes. Journal of Self-governance and Management Economics, 7(2), 25.
• Brulhart, F., Gherra, S., & Quelin, B. (2019). Do Stakeholder Orientation and Environmental Proactivity Impact Firm Profitability? Journal of Business Ethics, 158(1), 25–46.
• Cagno, E., Neri, A., Howard, M., Brenna, G., & Trianni, A. (2019). Industrial sustainability performance measurement systems: A novel framework. Journal of Cleaner Production, 230, 1354–1375.
• Caiado, R. G. G., Quelhas, O. L. G., De Oliveira Nascimento, D. C., Anholon, R., & Filho, W. L. (2019). Towards sustainability by aligning operational programmes and sustainable performance measures. Production Planning & Control, 30(5–6), 413–425.
• Chang, A., & Cheng, Y. (2019). Analysis model of the sustainability development of manufacturing small and medium-sized enterprises in Taiwan. Journal of Cleaner Production, 207, 458–473.
• Chege, S. M., & Wang, D. (2020). The influence of technology innovation on SME performance through environmental sustainability practices in Kenya. Technology in Society, 60, 101210.
• D’amato, D., Korhonen, J., & Toppinen, A. (2019). Circular, Green, and Bio- Economy: How Do Companies in Land- Use Intensive Sectors Align with Sustainability Concepts? Ecological Economics, 158, 116–133.
• Di Vaio, A., Syriopoulos, T., Alvino, F., & Palladino, R. (2020). “Integrated thinking and reporting” towards sustainable business models: a concise bibliometric analysis. Meditari Accountancy Research, 29(4), 691–719.
• Dolan-Canning, R. (2019). "Sensor-based and cognitive assistance systems in industry 4.0: Big data analytics, smart production, and sustainable value creation." Economics, Management, and Financial Markets, 14(3), 16-22.
• Drennan-Stevenson, K. (2019). "Real-world implementation of cyber-physical production systems in smart manufacturing: Cognitive automation, industrial processes assisted by data analytics, and sustainable value creation networks." Journal of Self-governance and Management Economics 7(3): 14-20.
• Edinger-Schons, L. M., Lengler-Graiff, L., Scheidler, S., Mende, G., & Wieseke, J. (2019). Listen to the voice of the customer—First steps towards stakeholder democracy. Business Ethics: A European Review, 29(3), 510–527.
• Fakoya, M. B., & Nakeng, M. V. (2019). Board characteristics and sustainable energy performance of selected companies in South Africa. Sustainable Production and Consumption, 18, 190–199.
• Felstead, M. (2019). "Cyber-physical production systems in Industry 4.0: Smart factory performance, manufacturing process innovation, and sustainable supply chain networks." Economics, Management, and Financial Markets, 14(4): 37-43.
• Furnham, P. (2019). Automation and autonomy of big data-driven algorithmic Decision-Making. Contemporary Readings in Law and Social Justice, 11(1), 51-56.
• Giannarakis, G., Andronikidis, A., & Sariannidis, N. (2019). Determinants of environmental disclosure: investigating new and conventional corporate governance characteristics. Annals of Operations Research, 294(1–2), 87–105.
• Gouda, S. K., & Saranga, H. (2020). Pressure or premium: what works best where? Antecedents and outcomes of sustainable manufacturing practices. International Journal of Production Research, 58(23), 7201–7217.
• Granà, F., Achilli, G., Busco, C., & Izzo, M. F. (2020). Enacting governance at the local level through management control systems: the case of a multinational energy company. Meditari Accountancy Research, 29(1), 1–20.
• Gröschl, S., Gabaldon, P., & Hahn, T. (2017). The co-evolution of leaders’ cognitive complexity and corporate sustainability: the case of the CEO of Puma. Journal of Business Ethics, 155(3), 741–762.
• Hassan, A., Elamer, A. A., Sobhan, N., & Fletcher, M. (2020). Voluntary assurance of sustainability reporting: evidence from an emerging economy. Accounting Research Journal, 33(2), 391–410.
• Hayhoe, T., et al. (2019). "Sustainable manufacturing in Industry 4.0: Cross- sector networks of multiple supply chains, cyber-physical production systems, and AI-driven decision-making." Journal of Self-governance and Management Economics, 7(2): 31-36.
• Hecht, B., et al. (2019). "The digital governance of smart city networks: Information technology-driven economy, citizen-centred big data, and sustainable urban development." Geopolitics, History, and International Relations, 11(1): 128-133.
• Herbert, S., & Graham, M. (2020). Application of principles from the International < IR > Framework for including sustainability disclosures within South African integrated reports. SA Journal of Accounting Research, 35(1), 42–68.
• Herold, D. M., & Lee, K. H. (2018). The influence of internal and external pressures on carbon management practices and disclosure strategies. Australasian Journal of Environmental Management, 26(1), 63–81.
• Hollowell, J. C., et al. (2019). "Cognitive decision-making algorithms for sustainable manufacturing processes in Industry 4.0: Networked, smart, and responsive devices." Economics, Management, and Financial Markets, 14(4): 9-15.
• Hörisch, J., Wulfsberg, I. M., & Schaltegger, S. (2019). The influence of feedback and awareness of consequences on the development of corporate sustainability action over time. Business Strategy and the Environment, 29(2), 638–650.
• Ikram, M., Zhou, P., Shah, S. a. A., & Liu, G. (2019). Do environmental management systems help improve corporate sustainable development? Evidence from manufacturing companies in Pakistan. Journal of Cleaner Production, 226, 628– 641.
• Kiesnere, A. L., & Baumgartner, R. J. (2019). "Sustainability management emergence and integration on different management levels in smaller large-sized companies in Austria." Corporate Social Responsibility and Environmental Management, 26(6): 1607-1626.
• Kneipp, J. M., Gomes, C. M., Bichueti, R. S., Frizzo, K., & Perlin, A. P. (2019). Sustainable innovation practices and their relationship with the performance of industrial companies. REGE - Revista De Gestão, 26(2), 94–111.
• Küçükbay, F., & Sürücü, E. (2019). Corporate sustainability performance measurement based on a new multicriteria sorting method. Corporate Social Responsibility and Environmental Management, 26(3), 664–680.
• Kuruppu, S., Milne, M. J., & Tilt, C. (2019). Gaining, maintaining and repairing organisational legitimacy. Accounting, Auditing & Accountability, 32(7), 2062– 2087.
• Lăzăroiu, G., Ionescu, L., Andronie, M., & Dijmărescu, I. (2020). Sustainability Management and Performance in the Urban Corporate Economy: A Systematic Literature Review. Sustainability, 12(18), 7705.
• Lemke, C., & Bastini, K. (2020). Embracing multiple perspectives of sustainable development in a composite measure: The Multilevel Sustainable Development Index. Journal of Cleaner Production, 246, 118884.
• Liu, H., Kim, S. J., Wang, H., & Kim, K. H. (2019). Corporate sustainability management under market uncertainty. Asia Pacific Journal of Marketing and Logistics, 32(5), 1023–1037.
• Loncar, D., Paunković, J., Jovanović, V., & Krstić, V. (2019). Environmental and social responsibility of companies cross EU countries – Panel data analysis. Science of the Total Environment, 657, 287–296.
• Lueg, K., Krastev, B., & Lueg, R. (2019). Bidirectional effects between organizational sustainability disclosure and risk. Journal of Cleaner Production, 229, 268–277.
• Madsen, H. L. (2020). Business model innovation and the global ecosystem for sustainable development. Journal of Cleaner Production, 247, 119102.
• Mahmoudian, F., Jing, L., Yu, D., Nazari, J. A., & Herremans, I. M. (2021). Inter-and intra- organizational stakeholder arrangements in carbon management accounting. British Accounting Review, 53(1), 100933.
• Mangla, S. K., Sharma, Y. K., Patil, P. P., Yadav, G., & Xu, J. (2019). Logistics and distribution challenges to managing operations for corporate sustainability: Study on leading Indian dairy organizations. Journal of Cleaner Production, 238, 117620.
• Manning, B., Braam, G., & Reimsbach, D. (2018). Corporate governance and sustainable business conduct-Effects of board monitoring effectiveness and stakeholder engagement on corporate sustainability performance and disclosure choices. Corporate Social Responsibility and Environmental Management, 26(2), 351–366.
• Ngu, S. B., & Amran, A. (2019). The impact of sustainable board capital on sustainability reporting. Strategic Direction, 35(12), 8–11.
• Nica, E., Potcovaru, A., & Hurdubei (2019). Resilient Cyber-Physical Systems and Big Data Architectures in Industry 4.0: Smart Digital Factories, Automated Production Systems, and Innovative Sustainable Business Models. Economics, Management, and Financial Markets, 14(2): 46-51.
• Nica, E. (2019). Cyber-Physical production networks and advanced digitalization in industry 4.0 manufacturing systems: sustainable supply chain management, organizational resilience, and data-driven innovation. Journal of Self-governance and Management Economics, 7(3), 27-33.
• Nijhof, A. H., Schaveling, J., & Zalesky, N. (2019). Business, society, and the need for stewardship orientation. Journal of Organizational Change Management, 32(1), 145–163.
• Nikolaou, I. E., Tsalis, T. A., & Evangelinos, K. (2019). A framework to measure corporate sustainability performance: A strong sustainability-based view of the firm. Sustainable Production and Consumption, 18, 1–18.
• Orji, I. J. (2019). Examining barriers to organizational change for sustainability and drivers of sustainable performance in the metal manufacturing industry. Resources Conservation and Recycling, 140, 102–114.
• Pislaru, M., Herghiligiu, I. V., & Robu, I. (2019). Corporate sustainable performance assessment based on fuzzy logic. Journal of Cleaner Production, 223, 998–1013.
• Poltronieri, C. F., Ganga, G. M. D., & Gerolamo, M. C. (2019). Maturity in management system integration and its relationship with sustainable performance. Journal of Cleaner Production, 207, 236–247.
• Rebs, T., Thiel, D., Brandenburg, M., & Seuring, S. (2019). Impacts of stakeholder influences and dynamic capabilities on the sustainability performance of supply chains: a system dynamics model. Journal of Business Economics, 89(7), 893–926.
• Roy, S., Das, M., Ali, S. M., Raihan, A. S., Paul, S. K., & Kabir, G. (2020). Evaluating strategies for environmental sustainability in a supply chain of an emerging economy. Journal of Cleaner Production, 262, 121389.
• Ruokonen, E. (2020). Preconditions for successful implementation of the Finnish standard for sustainable mining. The Extractive Industries and Society, 7(2), 611–620.
• Salim, N., Ab Rahman, M. N., & Abd Wahab, D. (2019). A systematic literature review of internal capabilities for enhancing the eco-innovation performance of manufacturing firms. Journal of Cleaner Production, 209, 1445–1460.
• Saunila, M., Nasiri, M., Ukko, J., & Rantala, T. (2019). Smart technologies and corporate sustainability: The mediation effect of corporate sustainability strategy. Computers in Industry, 108, 178–185.
• Traxler, A. A., Schrack, D., & Greiling, D. (2020). Sustainability reporting and management control – A systematic exploratory literature review. Journal of Cleaner Production, 276, 122725.
• Shad, M. K., Lai, F., Fatt, C. L., KlemeÅ¡, J. J., & Bokhari, A. (2019). Integrating sustainability reporting into enterprise risk management and its relationship with business performance: A conceptual framework. Journal of Cleaner Production, 208, 415–425.
• Shafiq, A., Ahmed, M. U., & Mahmoodi, F. (2020). Impact of supply chain analytics and customer pressure for ethical conduct on socially responsible practices and performance: An exploratory study. International Journal of Production Economics, 225, 107571.
• Shang, H., Chen, R., & Li, Z. (2019). Dynamic sustainability capabilities and corporate sustainability performance: The mediating effect of resource management capabilities. Sustainable Development, 28(4), 595–612.
• Siegrist, M., Bowman, G., Mervine, E. M., & Southam, C. (2019). Embedding environment and sustainability into corporate financial decision-making. Accounting and Finance, 60(1), 129–147
• Soytas, M. A., Denizel, M., & UÅŸar, D. D. (2019). Addressing endogeneity in the causal relationship between sustainability and financial performance. International Journal of Production Economics, 210, 56–71.
• Teh, D., Khan, T., Corbitt, B., & Ong, C. E. (2020). Sustainability strategy and blockchain-enabled life cycle assessment: a focus on materials industry. Environment Systems and Decisions, 40(4), 605–622.
• Thakhathi, A., Roux, C. L., & Davis, A. (2019). Sustainability Leaders’ Influencing Strategies for Institutionalising Organisational Change towards Corporate Sustainability: A Strategy-as- Practice Perspective. Journal of Change Management, 19(4), 246–265.
• Tiwari, P., Sadeghi, J., & Eseonu, C. I. (2020). A sustainable lean production framework with a case implementation: Practice- based view theory. Journal of Cleaner Production, 277, 123078.
• Tsalis, T. A., Nikolaou, I. E., Konstantakopoulou, F., Zhang, Y., & Evangelinos, K. (2020). Evaluating the corporate environmental profile by analyzing corporate social responsibility reports. Economic Analysis and Policy, 66, 63–75.
• Tuyls, R., et al. (2019). "Innovative data-driven smart urban ecosystems: environmental sustainability, governance networks, and the cognitive internet of things." Geopolitics, History, and International Relations, 11(1): 116-121.
• Ukko, J., Nasiri, M., Saunila, M., & Rantala, T. (2019). Sustainability strategy as a moderator in the relationship between digital business strategy and financial performance. Journal of Cleaner Production, 236, 117626.
• Uniyal, S., Mangla, S. K., & Patil, P. P. (2019). When practices count. Management of Environmental Quality: An International Journal, 31(5), 1207–1222.
• ÅŸar, D. D., Denizel, M., & Soytas, M. A. (2019). Corporate sustainability interactions: A game theoretical approach to sustainability actions. International Journal of Production Economics, 218, 196–211.
• Wani, D., Dong, Y., Malhotra, M., & Xu, K. (2020). Emerging market penetration and emissions performance. Decision Sciences, 52(1), 283–324.
• Wener, K. J. G., History, and I. Relations (2019). "Can smart cities really deliver urban sustainability? Governance networks, sensor-based big data applications, and the citizen-driven Internet of Things." Geopolitics, History, and International Relations, 11(1): 104- 105.
• Westbrook, L., et al. (2019). "Real-time data- driven technologies: Transparency and fairness of automated decision-making processes governed by intricate algorithms." Contemporary Readings in Law and Social Justice, 11 (1): 45-50.
• Wu, K., Gao, S., Xia, L., Tseng, M., Chiu, A. S., & Zhang, Z. (2019). Enhancing corporate knowledge management and sustainable development: An inter-dependent hierarchical structure under linguistic preferences. Resources Conservation and Recycling, 146, 560–579.
• Wei, W., Liu, Y., Qi, Z., & Yu, B. (2019). How innovative knowledge assets and firm transparency affect sustainability-friendly practices. Journal of Cleaner Production, 229, 32–43.
• Xie, X., & Zhu, Q. (2020). Exploring an innovative pivot: How green training can spur corporate sustainability performance. Business Strategy and the Environment, 29(6), 2432–2449.
• Yazici, H. (2020). An exploratory analysis of the project management and corporate sustainability capabilities for organizational success. International Journal of Managing Projects in Business, 13(4), 793–817.
• Çankaya, S. Y., & Sezen, B. (2019). Effects of green supply chain management practices on sustainability performance. Journal of Manufacturing Technology Management, 30(1), 98–121.
• Zeidan, R., Van Holt, T., & Whelan, T. (2020). Existence inductive theory building to study coordination failures in sustainable beef production. Journal of Cleaner Production, 267, 122137.
• Zhuravleva, N. A., et al. (2019). "Data privacy and security vulnerabilities of smart and sustainable urban space monitoring systems." Contemporary Readings in Law and Social Justice, 11 (2): 56-62.