Environmental social governance (ESG) and total quality management (TQM) are two relevant mechanisms that hold great promise for a progressive and sustainable world. Yet, their application and study have largely remained independent of one another, which may be due to the traditionally outward focus of ESG and inward focus of TQM. To address this gap, this article aims to shed light on the latest issues on ESG and TQM, and the ways in which they could be logically and seamlessly integrated, wherein ESG and TQM become both inward and outward in their focus. Using a novel multi-study meta-systematic review, this article makes a noteworthy contribution by consolidating the potential of integrating ESG and TQM, and thus, should be useful for stakeholders who wish to untangle the complexities of ESG and TQM, as well as the ways in which they could co-exist for a brighter future.

Purpose: Given the growing attention on service ecosystem and the role played by technology and institutions in shaping of actors’ relations and interactions, the purpose of this paper is to examine a tourism environment with the lens of service ecosystem in order to derive a deeper understanding on the underlying mechanisms. Design/methodology/approach: A mixed methodology was used. First, literature review based on service ecosystems framework was conducted to critically analyze the roles of technology and institutions to shape a tourism service ecosystem. Then a case study was conducted. Findings: Two main findings are described: the role and the characteristics of physical and virtual engagement touchpoints in the emergence of a tourism service ecosystems; and the relationship between technology and institutions in the resource integration. In particular, the authors conclude that institutions can shape the usage of technology which, in turn, can enable and imply the emergence of new institutions, continually adjusting the system of the tourism service ecosystem. Practical implications: The analysis contributes to deepening the knowledge about value co-creation processes and engagement expedients in tourism destination, explaining the role of institutions and technology in helping actors to integrate resources and exchange services. The study can also be useful for practitioners in search for powerful tool to increase the competitiveness of a tourism destination. Originality/value: The study is one of the first attempts to conceptualize and operationalize a tourism destination in a service ecosystem framework. In this way it contribute to enhance scientific knowledge in a tourism management literature.

In recent times, the concept of sustainability has gradually taken on a leading role, particularly because of its potential ability to influence consumers’ view and, consequently, their buying choices. Based on this consideration, the work, by means of an empirical analysis, pursues two research questions: (i) is it possible to imagine a theoretical model in the fashion world able to show whether “importance”, “expectations” and “social influence” effectively affect consumers’ willingness to reward a sustainable fashion brand via their purchasing behavior? and (ii) how much are consumers willing to pay to get a sustainable item of clothing? In order to answer these two research questions, a Multiple Linear Regression Model is tested, which offers an interesting result: consumers attach little relevance to the importance accorded to a brand’s sustainability, since they orient themselves on the basis of their expectations and their own group’s thoughts. Another finding is that consumers state that they are willing to pay a price not higher than 20% to get a sustainable item of clothing. However, the paper presents two limitations, which are linked to the use of the questionnaire for the understanding of the respondents’ opinions and to the small reference sample, composed of 271 people with a high level of education.

Organizational resilience enables the firm to thrive in an increasingly turbulent environment, paving the way for sustainability. Although the implications of organizational resilience on sustainability have been widely discussed in the literature, scholarly knowledge examining the interplay between these two phenomena is fragmented. The article addresses this gap through a hybrid domain‐based literature review falling at the intersection of organizational resilience and sustainability. Drawing on a knowledge core of 51 scientific contributions, we identified four research streams established on five conceptual foundations. The study findings guide us toward an eco‐social interpretation of organizational resilience, whose implications on the firm's viability should be assessed by acknowledging spillovers on environmental sustainability. Management actions to build organizational resilience should follow an ecosystem sustainability orientation. This involves embedding the firm in the eco‐social setting in which it operates, emphasizing its homeostatic exchanges with the environment.

Purpose: The purpose of this paper is to study how a small to medium‐size enterprise (SME) in Campania (Italy) integrated sustainability into its corporate strategy, and how its sustainable corporate strategies reflect on intangible assets.Design/methodology/approach: The paper, an exploratory study based on grounded theory, analyzes are interviews with the entrepreneurial team and top and middle management. Findings are integrated with documentary analysis, internal process data and archival material.Findings: Ethics and value systems play a significant role in devising sustainable corporate strategy. Competitive strategies, innovation, quality and responsibility are reflected in management procedures and the supply network system involving partners in sustainable innovation processes.Research limitations/implications: A single case study obviously limits the generalizing of the findings.Practical implications: Entrepreneurs and managers can benefit from the study to build a relational network for sustainable development.Originality/value: The process of sustainable value creation, sharing and the co‐creation of knowledge emerges fully in the case study analyzed. The study pivots on issues of innovation and eco‐sustainability as drivers for corporate sustainability and business ethics.