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Strategic Enterprise Management and Sustainable Economic Development
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Strategic Enterprise Management and Sustainable Economic Development

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 31 December 2024 | Viewed by 10184

Special Issue Editor

Dr. Maria-Eleni K. Agoraki

E-Mail Website
Guest Editor
Department of Accounting and Finance, University of the Peloponnese, Antikalamos, 24100 Kalamata, Greece
Interests: sustainability; corporate governance; sustainable economic development; strategic enterprise management
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

In an ever-changing global environment, the relationship between Strategic Enterprise Management (SEM) and sustainability is intricate and multifaceted. Strategic Enterprise Management seeks to effectively link performance and strategic objectives, while sustainability can optimize and harmonize the goals of multiple stakeholders. Various SEM efforts have emphasized that operational decision making is fully focused on delivering strategic objectives that can offer a sustainable, more efficient, and cost-effective competitive advantage. Balancing resource consumption, technological innovation and economic development is challenging, especially as global sustainability issues such as climate change provoke global debate. Complex conditions that involve increased agency conflicts require a systemic framework for enterprise development that can efficiently deal with the interconnections of multiple and diversified elements of both internal and external environments.

Sustainable development is a multidimensional process, and several components should be considered when making investment decisions, including human development (education and health), social and economic development (environmental facilities, infrastructure, and economic growth), environmental development (natural resources and environmental quality), and social aspects and governance (ESG principles). Various main factors are essential for advancing sustainable development, including, among others, natural and human resources, managerial and production organization, technological innovations, social and political factors, financial development and funding, legislative frameworks, corporate social responsibility, and corporate governance. The United Nations’ Sustainable Development Goals (SDGs) consider several factors to achieve sustainable development, such as social equality, inclusion, human rights, reduced poverty, improved education, and protection of the environment.

Further investigation into the specific challenges and opportunities of different countries and regions, industries and company sizes, governance structures, policy approaches, and resource endowments could enlighten us on the relationship between economic growth and sustainability outcomes. The complex interplay and interconnections between the elements of SEM and Sustainable Economic Development require further research to bridge the gap between different fields of study. Understanding how strategic enterprise management promotes sustainability may inform policymakers, academics, entrepreneurs, investors and other stakeholders interested in creating sustainable economic growth strategies, innovative solutions and initiatives that boost long-term development.

We are pleased to invite you to contribute to this Special Issue of Sustainability, entitled “Strategic Enterprise Management and Sustainable Economic Development”. This Special Issue will publish a selection of high-quality papers that address various fields of interest, with the aim to contribute to the current body of research.

In this Special Issue, original research articles and reviews are welcome. Research areas may include (but are not limited to) the following:

  • the impact of Sustainable Economic Development;
  •  sustainability and innovation;
  • sustainable value creation;
  • Strategic Enterprise Management and sustainability;
  • Strategic Enterprise Management and digital technology;
  • Sustainable Economic Development and artificial intelligence;
  • Sustainable Development Goals and corporate governance;
  • environment, social and governance principles (ESGs);
  • sustainable finance;
  • sustainability of strategic management practices and efficiency;
  • market effectiveness, sustainability of strategic management and stakeholder-oriented reporting;
  • Strategic Enterprise Management and a competitive advantage.

We look forward to receiving your contributions.

Dr. Maria-Eleni K. Agoraki
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • strategic enterprise management
  • sustainable economic development
  • sustainability
  • innovation
  • entrepreneurship
  • corporate governance
  • performance
  • strategy model
  • efficiency

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Published Papers (5 papers)

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Research

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19 pages, 4055 KiB  
Article
Mapping Circular Economy in Portuguese SMEs
by Rui Jorge Carreira, José Vasconcelos Ferreira and Ana Luísa Ramos
Sustainability 2024, 16(16), 7009; https://doi.org/10.3390/su16167009 - 15 Aug 2024
Viewed by 828
Abstract
The transition from a linear to a circular economy is an increasingly popular solution to the dual problems of scarcity of virgin resources at the point of extraction and the exponential growth of waste at the point of disposal. The linear economy adheres [...] Read more.
The transition from a linear to a circular economy is an increasingly popular solution to the dual problems of scarcity of virgin resources at the point of extraction and the exponential growth of waste at the point of disposal. The linear economy adheres to a model wherein natural resources are extracted, transformed into products, utilized, and ultimately discarded as waste. In contrast, the circular economy is designed to promote sustainability. This is achieved by reducing the use of raw materials, waste, reuse, recycling, and recovery of materials at the end of the useful life of products. The result is a closed and regenerative cycle that preserves natural resources and minimizes environmental impacts. The manner in which each country and company responds to this reality is markedly disparate. This research endeavors to ascertain the strategies employed by Portuguese SMEs in addressing this challenge. A review of the literature was conducted to ascertain what has been published on this subject. However, the results of this review indicate that the existing literature does not fully address the intended topic. The articles identified in the literature review only partially address this issue, focus on other geographical regions, or in some cases, are dedicated to specific business sectors. In light of the dearth of research on this topic, we turned to the Portuguese context, employing the Grounded Theory methodology to conduct semi-structured interviews with 34 SMEs. Upon analysis of the results, it became evident that the circular economy is not yet a prerequisite for consumer choice. Portuguese legislation does not facilitate the implementation of the circular economy, consumers are not yet engaged with the issue itself, companies face challenges in communicating their practices, and there is a perceived lack of credibility by consumers. Additionally, the cost–benefit ratio is not always favorable for such practices. Full article
(This article belongs to the Special Issue Strategic Enterprise Management and Sustainable Economic Development)
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20 pages, 726 KiB  
Article
How to Leverage Digital Sustainability Orientation to Promote Environmentally Sustainable Practices of Manufacturing Enterprises in China
by Jinshan Zhang and Man Liu
Sustainability 2024, 16(12), 5112; https://doi.org/10.3390/su16125112 - 16 Jun 2024
Cited by 1 | Viewed by 1562
Abstract
The promotion of high-quality, environmentally sustainable practices in enterprises in the digital age has become an important topic in business and academic circles. In this study, by employing a perspective combining digital orientation (DO) and sustainability commitment orientation (SCO), the concept of digital [...] Read more.
The promotion of high-quality, environmentally sustainable practices in enterprises in the digital age has become an important topic in business and academic circles. In this study, by employing a perspective combining digital orientation (DO) and sustainability commitment orientation (SCO), the concept of digital sustainability orientation (DSO) is presented, and digital green capability (DGC) is introduced as the mediating variable. Moreover, the driving mechanism model of corporate environmental sustainability practice (ESP) is constructed, and the moderating role of environmental scanning (ES) is taken into consideration. Using two sets of research data from 353 manufacturing enterprises in China, the empirical test results show that DSO has a significant role in improving ESP, and DGC is important in mediating between DSO and ESP. ES acts as a moderating variable between DSO and DGC and further moderates the mediating role of DGC between DSO and EPS; that is, the stronger the ES, the more significant the mediating effect of DGC. The conclusion of this study broadens the application scope of strategic orientation theory in the study of digital sustainability and has theoretical and practical implications for exploring the development of DGC and the dynamic mechanism of ESP. Full article
(This article belongs to the Special Issue Strategic Enterprise Management and Sustainable Economic Development)
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22 pages, 469 KiB  
Article
Pioneering Sustainability: Insights from the Integrative Role of Knowledge Management Processes and Technological Innovation
by Dimitrios A. Georgakellos, Konstantina K. Agoraki and Andreas E. Fousteris
Sustainability 2024, 16(10), 4296; https://doi.org/10.3390/su16104296 - 20 May 2024
Viewed by 1132
Abstract
This paper examines the quantitative relationship between knowledge management and technological innovation and their influence on sustainable development. Organizations have increasingly focused on knowledge management processes, recognizing their importance for maintaining competitiveness and sustainability. The purpose of our study was to shed light [...] Read more.
This paper examines the quantitative relationship between knowledge management and technological innovation and their influence on sustainable development. Organizations have increasingly focused on knowledge management processes, recognizing their importance for maintaining competitiveness and sustainability. The purpose of our study was to shed light on the impact of knowledge management processes on a firm’s sustainability and innovation. Specifically, we investigated the relationship between knowledge acquisition, knowledge storage, knowledge transfer, and knowledge application and their effects on product/service innovation, process innovation, radical innovation, and incremental innovation. Using data from 272 questionnaires completed by top managers from companies operating in Greece, we provide strong evidence of a positive relationship between knowledge acquisition, storage, and application on product innovation whereas knowledge acquisition, storage, and transfer have a statistically significant effect on process innovation. Furthermore, we found a strong positive relationship between knowledge transfer and radical innovation. Finally, all four knowledge management processes have a strong positive impact on incremental innovation. The strength of these statistically significant results is reinforced by the magnitude of the corresponding estimated coefficients. The robustness of our results was further confirmed through the estimation of a Structural Equation Model (SEM) with the application of the Partial Least Squares (PLS) technique. Full article
(This article belongs to the Special Issue Strategic Enterprise Management and Sustainable Economic Development)
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15 pages, 423 KiB  
Article
Cultural Values as Catalysts of Technological Innovation for a Sustainable Future
by Konstantina K. Agoraki, Georgios A. Deirmentzoglou and Christos Triantopoulos
Sustainability 2024, 16(5), 2064; https://doi.org/10.3390/su16052064 - 1 Mar 2024
Cited by 2 | Viewed by 2840
Abstract
Innovation is a key element for companies that aim to achieve and sustain a competitive advantage. Recently, a great number of academics and practitioners have focused on the role of cultural values to provide further incentives to firms to invest more in innovation [...] Read more.
Innovation is a key element for companies that aim to achieve and sustain a competitive advantage. Recently, a great number of academics and practitioners have focused on the role of cultural values to provide further incentives to firms to invest more in innovation that will give them a market edge. The purpose of this paper is to provide further insights into the relationship between cultural values and innovation. Primary data were collected from top managers in medium- and large-sized enterprises to determine how cultural values affect four types of technological innovation. The results indicate that two cultural values have a significant influence on firms’ innovative practices. Collectivism and uncertainty avoidance have a significant negative impact on radical, process and product innovation. Thus, we argue that managers who emphasize their personal ambitions and are comfortable with ambiguity are more likely to achieve innovation in their organization. Full article
(This article belongs to the Special Issue Strategic Enterprise Management and Sustainable Economic Development)
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19 pages, 1126 KiB  
Perspective
Business Management for Sustainability
by John Ikerd
Sustainability 2024, 16(9), 3714; https://doi.org/10.3390/su16093714 - 29 Apr 2024
Cited by 1 | Viewed by 2966
Abstract
The purpose of this paper is to address a fundamental flaw in prominent approaches to managing businesses for sustainability. Current management strategies fail to recognize the fundamental differences between economic, social, and moral or ethical values. Economic values are instrumental, individual, and impersonal. [...] Read more.
The purpose of this paper is to address a fundamental flaw in prominent approaches to managing businesses for sustainability. Current management strategies fail to recognize the fundamental differences between economic, social, and moral or ethical values. Economic values are instrumental, individual, and impersonal. Social values are reciprocal, communal, and personal. Moral values are altruistic, spiritual, and universal. These are not arbitrary definitions but expressions of basic differences among the three types of value. These differences reveal the fundamental flaws in attempts to assign economic value or objectively quantify the social and ecological costs and benefits of economic enterprises. The transactional, social, and moral economies are defined in ways that avoid compromising the differences in values. In addition, a natural hierarchy exists among nature, society, and economy that requires a corresponding hierarchy of moral, social, and economic values in managing sustainable organizations. The strategies, motives, and metrics that have dominated sustainable business management for the past several decades, and the related research and educational programs that support them, fail to reflect differences among economic, social, and moral values that are critical to sustainability. Full article
(This article belongs to the Special Issue Strategic Enterprise Management and Sustainable Economic Development)
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