The original intent of Corporate Social Responsibility (CSR) is to encourage enterprises to earn money from society and give back to society. In other words, enterprises should aim to not merely earn profits for shareholders, but also contribute to social and environmental sustainability. This study discusses the importance of corporate commitment when enterprises engage in CSR. Therefore, enterprises’ fulfillment of their CSR enables them to realize organizational development and sustainable management, in which human resource development plays a significant role. Based on a review of the literature and using the Delphi method, combined with expert interviews and consultations, this study analysed the concepts and practices concerning employee training, care, and safety, to identify relevant dimensions and criteria of corporate commitment. Using the analytic hierarchy process method (AHP), this study determined the weights of various factors. The findings will help enterprises formulate optimal strategies of corporate commitment, thus facilitating effective practices of CSR.

Subsidiaries typically start out as a company division. As the company expands its product lines, the regions it operates in, or the customers it serves, the company is likely to combine the related research and development, procurement, production, and sales departments into a relatively discrete organizational structure. As such, the head of the division is often of equal importance as the company president. In particular, when the product has a competitive advantage, the head of the division has more authority in the company’s future operational planning. Thus, when a company has a multidivisional organizational structure, the heads of those divisions typically have considerable responsibilities. In this study, literature data were combined with a fuzzy Delphi expert questionnaire survey to determine the constructs and criteria for assessing candidates for division manager. Subsequently, the fuzzy decision-making trial and evaluation laboratory (DEMATEL) and the fuzzy DEMATEL-based analytic network process were used to identify the causal relationships between criteria and their weights, and the fuzzy technique for the order of preference by similarity to ideal solution was used to rank the solutions to approximate the company’s optimal candidate for division manager and provide the ideal decision-making solutions, which may offer companies with the reference of selecting the senior executives.

The global transition toward net-zero emissions has led to the restructuring of labor markets and an intensification of the demand for sustainability-competent business graduates. However, higher-education curricula lack an operationalized, job-competency-based framework, and this gap in knowledge is especially acute in emerging industrial economies that are facing pressures due to the ongoing decarbonization of the global supply chain. In this context, this study addresses two interrelated gaps in the relevant research: the lack of a structured system of criteria to assess competency in sustainability that is specifically geared toward business education, and the insufficient attention that has been paid to causal interdependencies among such criteria in previously developed frameworks. The authors apply a two-stage, hybrid multiple-criteria decision-making design based on the KSAO framework, which classifies professional competency into knowledge (K), skills (S), abilities (A), and other characteristics (O). A modified Delphi method that involved 12 academic and industry experts serving as surrogate assessors of competency requirements for business and management students was first used to consolidate 142 literature-derived items into 26 initial criteria, which were then refined into 12 core competencies in sustainability, identified through cross-domain expert consensus. Following this, fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) was applied to analyze the structure of causal influence among the retained criteria. The results identified interdisciplinary work as the primary driving competency and integrated problem-solving as the central hub with the highest prominence, with the two factors forming a bidirectional feedback dynamic that anchored the competency system. The retention of four “other” criteria (O-dimension)—ethical values, normative orientation, empathy, and adaptive resilience—confirmed that competency concerning sustainability in business education extends beyond technical knowledge into deeper dispositional attributes. These findings provide business schools in Taiwan with a structurally grounded logic of sequencing for their curricula, as well as a reference framework for curriculum design that is aligned with the Association to Advance Collegiate Schools of Business (AACSB) Societal Impact standards. While the findings are grounded in Taiwan’s specific ESG regulatory and industrial context, only the methodological approach is offered as a reference for comparable settings; the substantive findings require cross-national verification.