Much has been written about the need for more humane, ethical, socially just and trans­parent ways of doing business and performing entrepreneurial activities. Consistent with this, con­cepts such as sustainable development, corporate citizenship, corporate sustainability (CS), sus­tainable entrepreneurship, business ethics, and corporate social responsibility (CSR), among many others, have emerged. This diversity of expressions raises the need to development a new typology for to CS. This paper addresses this gap and describes a framework typology for corporate sustain­ability, by analysing sustainability drivers and the interactivity factors in the context of sustainability. It also describes the various types of sustainable emphasis given by companies and their associated levels of CS, which may pave the way for a new framework typology.

In recent years, there has been a growing concern and an increasing number of proactive initiatives from various stakeholders on issues related to the environment, social matters, and economic aspects and this has been the main driving force toward sustainability. However, most players that are deeply involved with environmental and social agendas indicate that these actions have been more of a temporary palliative for the current unsustainability problems than real structural solutions, especially in what concerns the relationship between short-term actions and long-term structural planning. Even though the general literature on sustainability is comprehensive, there is a paucity of papers which look at it at the organizational level, and under a cross-sectoral perspective. This paper is an attempt to address this gap. It presents the concept of ‘Hybrid Bottom Line’ as a new perspective in understanding and sustainability at the organizational level.

Corporate sustainability reporting is currently perceived by company directors and senior staff as a process with a great strategic relevance. However, although sustainability is recognized as an integrating phenomenon and part of corporate life, it is in practice often treated in a one-dimensional manner. There is also a paucity of research specifically aimed at assessing sustainability report in the broad sense. The objectives of this article are therefore to analyse and evaluate reported information (indicators) based on the Global Reporting Initiative guidelines and to select and examine the most promising two-dimensional hybrid relations to enable the evaluation of company performance and its position towards practiced sustainability. The 2011 sustainability reports of 85 companies of different sizes and economic sectors from 36 countries were analysed. On the one hand, it became clear that companies focus their attention on ‘anchor’ indicators and, consequently, there is a low level of representativity in the number of integrations. Performance evaluation, on the other hand, has proved to be a useful process with the potential to trigger the implementation of prospective change. It is, therefore, important that decision-makers may consider including hybrid indicators in the preparation of regulations and guidelines.

This study explores the factors driving employees’ sustainability-switching behaviors (SSBs) by integrating the Push, Pull, and Mooring (PPM) model with the Theory of Reasoned Action (TRA). A quantitative, cross-sectional survey was conducted with a convenience sample of 132 professionals actively involved in organizational sustainability initiatives across diverse industries and global regions. The findings reveal that leadership commitment significantly fosters both affective and normative employee commitments, with normative commitment positively influencing SSB. Surprisingly, organizational trust showed a negative impact on SSB, suggesting that employees may delegate responsibility for sustainability to the organization when trust is high. Inertia emerged as a strong barrier to behavioral change, independently inhibiting sustainability efforts. The study highlights the complex dynamics among leadership, trust, and inertia, offering practical insights for organizations aiming to foster sustainability. Addressing inertia directly and promoting shared responsibility for sustainability are critical for successful organizational transitions. Future research should explore the psychological mechanisms behind inertia and further investigate the paradoxical role of trust in sustainability initiatives.