Sustainable development, especially with the 2030 Agenda for Sustainable Development and its Sustainable Development Goals (SDGs), has been a priority of corporations. Nevertheless, processes which are required to deliver both changes and impact to create a sustainable organization have been slow and challenging. The purpose of this research is first to explore the extent and nature of eco-sustainability policy and strategy implementation of Materials Industry Group (MIG) companies listed on the Australian Securities Exchange (ASX). The analysis shows that strategy is the core element for organizational sustainable development and strategy needs to be implemented at the enterprise-wide level and aligned with other dimensions within the McKinsey Seven S's (7S's) framework. The capabilities of life cycle assessment (LCA) that provides a holistic assessment of environmental impacts of products, from upstream and downstream perspectives, is under-explored. The case companies used in this research find it challenging to implement LCA. This research adds an additional dimension to the existing framework, suggesting the possibilities of adopting blockchain technology in strategizing sustainability strategy. Blockchain in the systems of the framework can be used in LCA to support sustainability and help organizations to achieve their targeted SDGs.

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This study investigates the mediating role of internationalization readiness in the adoption of social sustainability practices (SSP) by companies in the Vietnamese handicraft industry. Data were collected from 325 Vietnamese handicraft companies through a questionnaire survey to empirically validate a conceptual model. The findings reveal that government, laborer, and market pressures on SSP adoption are fully mediated by internationalization readiness. The results also show that supplier pressures influence SSP adoption both directly and through internationalization readiness as a mediator. Furthermore, both internationalization readiness and SSP adoption can positively influence overall organizational performance. This study is the first of its kind to corroborate the application of the stakeholder theory and the resource‐based view theory to explore the impactful role of internationalization readiness in SSP adoption. It provides significant insights for managers, public policymakers, and sustainability practitioners to promote greater adoption of SSP across the entire supply chain through fostering internationalization readiness of companies.