Navigating sustainability embeddedness in management decision-making

Abstract

Sustainability is an essential theme for business. In order to compete, strategies need to be improvised and efficient and effective decisions need to be made for improved sustainability performance. Despite management’s apparent knowledge of this, it appears that challenges persist with sustainability’s embeddedness in decision-making and its implementation in practice. In this study we propose a metaphor applying an integrative view of sustainability as support for management. We offer six antecedents of sustainability embeddedness in decision-making that contribute to building and confirming theory, and also provide a better understanding of current practice around sustainability embeddedness so that strategies can be developed for improved sustainability performance. Employees on all management levels in a stock exchange listed company provided rich empirical data for the study. Through the analysis of data in a case study, antecedents were inductively identified, conceptualized, and presented as using descriptive labels, namely: A True North Destination—a vision of sustainability embeddedness; Mountains—three obstacles; Fog—confusion and complexity; Myopia—shortsightedness; Navigation Necessities—requirements for the journey; and finally, the Chosen Team—selected stakeholders. Sustainability embeddedness was found to be dependent on leadership, the strategy message and structures, performance measures, and policies that support a unified culture for sustainability embeddedness.