Institutional investors who commit to integrating environmental, social and governance (ESG) aspects into investment decisions require ESG data of sufficient quality. However, concerns have risen over a lack of quality in ESG data, as outlined by the Global Reporting Initiative. The lack of quality in ESG data deters institutional investors from using the data for investment decisions. This study outlines the ESG data reporting process and explores where in the process quality concerns emerge. Semi-structured interviews are applied with professionals involved in ESG data analysis and reporting of listed companies, a rating agency and institutional investors. The results show that current barriers to using ESG data include a lack of materiality, accuracy and reliability. Interviewees agree that access to data collected by governmental institutions is lacking, and that companies’ purchase of carbon credits raise questions about the reliability of ESG data. Companies hold contrasting views to the institutional investors on the useability of the data they disclose. The results enhance our understanding of the common and contrasting concerns about the lack of quality in ESG data. The results can be used as guide for companies, investors and regulators for actions to mitigate barriers related to the lack of quality in ESG reporting.

This study aimed to contribute to the strand of literature encompassing governance, sustainability, and stakeholder theory by addressing an inchoate element of responsible ownership: collective action by different stakeholders. Our study’s originality rests on the introduction of an ownership strategy as a governance mechanism for collective action and responsible ownership in order to implement the United Nations Sustainable Development Goals (SDGs) and an environmental, social, and governance (ESG) framework. Using a twofold empirical methodology—studying of archival data and qualitative case work—we provide empirical evidence from a case study of a Nordic energy company showing that applying an ownership strategy helped to strengthen the approach to SDGs and ESG while leading to positive benefits: in this case, the issuance of green bonds. Our theoretical contribution is the addressing of a gap in the literature exploring how an ownership strategy can be a uniting point for collective action, based on the hypothesis that an ownership strategy provides an important reinforcement of a “virtuous cycle”. Policymakers who are interested in promoting long-term commitment of different stakeholders with a focus on sustainability and improved agency should encourage the formulation of an ownership strategy that explains the owners’ commitment to the environment, social causes, and/or governance guidelines. Therein lies the practical contribution of this work. In this study, we found that an ownership strategy with these elements helped to strengthen the firm’s commitment to SDGs and ESG.

This study examines municipalities’ challenges in digital transformation, focusing on an Icelandic municipality. It aims to determine whether these challenges align with those reported in academic literature, particularly in public service delivery and the sustainability of digital initiatives from an operational perspective. A mixed-methods approach, including interviews with municipal employees and a survey, was used to analyze the municipality’s experiences. An evaluation framework introduced by Lafioune et al. guided the analysis. Key findings highlight the importance of senior management support, adequate funding, staff collaboration, and effective data management for making successful and digital transformation sustainable in the long run. Resistance to change, especially among staff, emerged as a significant obstacle to long-term sustainability. The study reveals that the challenges Icelandic municipalities face are consistent with broader research on digital transformation in public administration. The research emphasizes the need for a comprehensive approach integrating technological, organizational, and cultural changes to ensure a sustainable result from these initiatives. It also underscores the potential of digitalization to enhance public service accessibility and efficiency, promoting social cohesion, equity, and long-term sustainability. Practical recommendations include fostering strong leadership, securing strategic funding, and promoting a collaborative culture to ensure the success of digital initiatives in public services.