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Despite the many studies on corporate sustainability, few have analyzed the specific case of the family business. Family firms have certain characteristics that make them different from nonfamily firms, making it valuable to analyze whether these peculiarities are also reflected in their attitude toward sustainability. Specifically, the determinants of the sustainability concept in family firms are unclear. Given the importance of family businesses in most economies, this paper will contribute to filling this gap, depicting through a literature review the main determinants that can affect the sustainability approach of the family firm. The systematic review was carried out through a documented process to guarantee its replicability. The findings show that drivers do not have a homogenous impact on sustainability initiatives due to the distinctiveness of these types of firms. This review contributes by systematizing the existing literature on such topics, identifying future research avenues, and providing several stimuli for researchers. KEYWORDScorporate sustainability, family firms, internal determinants, internal drivers, literature review, research agenda, stakeholder engagement

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À l’ère du digital, les entreprises transforment leur business models mais aussi leur fonction support, incluant la fonction contrôle de gestion. Les contrôleurs de gestion assurent la diffusion de l’information de prise de décisions, mais aussi conseillent les managers à tous les niveaux dans l’entreprise. À la lumière de ce contexte, nous analysons les tensions qui surviennent à l’ère du digital, sur le travail et le rôle des contrôleurs de gestion. Basée sur une étude empirique dans le contexte français, notre étude met en évidence qu’en présence du phénomène de Big Data, les contrôleurs de gestion doivent massivement investir dans la collecte de données et dans des missions de contrôle, de fiabilité et pertinence des données, ce qui leur laisse moins de temps pour conseiller et challenger les managers opérationnels. Néanmoins, si les contrôleurs de gestion évitent de rester enfermés dans ces tâches plus techniques, et lorsqu’ils maîtrisent le Big Data et les nouveaux outils, ils sont activement impliqués dans la transformation digitale de leurs entreprises. Ainsi, ils ajoutent de la valeur à ces données de masse qui arrivent dans l’organisation, en donnant du sens aux données, mettant en évidence des opportunités de business et challengeant les opérationnels grâce à leur connaissance d’expert.

Purpose The purpose of this paper is to investigate the “organic” phenomenon within a sample of companies and try to depict the main business model (BM) features and profiles. Design/methodology/approach The methodology used for the current research is twofold: first, a literature analysis has been conducted in order to highlight the gap in the existing literature. Then, the different BM profiles were investigated through a survey questionnaire conducted among a sample of Italian organic companies and organic districts. The evidence from the literature review supported the researchers during the empirical phase. Findings From the literature review, it emerged that studies on the BMs of organic companies and organic districts need a deep analysis and a literature gap on this topic has emerged. From the BM point of view, clustering sheds light on proactive companies, which are characterized by a higher level of education among entrepreneurs, greater investments in the business and the sale of products within and outside of the domestic market. Research limitations/implications Limitations include the number of answers collected through surveys and the focus on a single country. Practical implications The main practical implication focuses on the regulatory bodies that should better understand the BMs characteristics implementing adequate policies for the development of organic companies and districts. Originality/value The main practical implication focuses on the regulatory bodies that should better understand the BM characteristics and implement adequate policies for the development of organic companies and districts.