 Users may download and print one copy of any publication from the public portal for the purpose of private study or research.  You may not further distribute the material or use it for any profit-making activity or commercial gain  You may freely distribute the URL identifying the publication in the public portal If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.

Business can play a critical role in the achievement of the Sustainable Development Goals (SDGs). Contextually, business reporting on the SDGs can support organizations in planning, implementing, measuring, and communicating their SDG efforts. This study investigates the relationship between early adoption of SDG reporting and a series of organizational factors by combining data from two databases-provided by the Global Reporting Initiative and Orbis-to identify the organizations that addressed the SDGs in their sustainability reports and their respective structural characteristics.The study, using a logit model based on data from 408 organizations worldwide, indicates that early adoption of SDG reporting is related to a larger size, a higher level of intangible assets, a higher commitment to sustainability frameworks and external assurance, a higher share of female directors, and a younger board of directors. The study contributes to the academic and practical understanding of factors related to the decision to engage early in new sustainability frameworks and practices.

Within the 2030 Agenda, the United Nations have explicitly required that the Member States introduce within their jurisdictions new forms of regulations about non‐financial reporting practices. The aim of this paper is to investigate the effects related to the transposition of Directive 2014/95/EU by analyzing firm‐level, governance‐level, and report‐level determinants of business reporting on the Sustainable Development Goals (SDGs). To conduct such an analysis, this study defines and introduces the SDG Reporting Score (SRS)—a qualitative proxy representing a firm orientation toward SDG reporting. The study sample includes the non‐financial reports of 153 Italian Public Interest Entities. The results show a positive relationship between a firm's SRS and various determinants, such as the presence of independent directors on the board, expertise with non‐financial reporting, and length of the report. Finally, the highest levels of SRS are achieved by firms operating in environmental sensitive sectors.

In the last decade, business models for sustainability have gained increasing attraction by corporate sustainability scholars with international conferences and scientific journals encouraging the development of the debate on their design, use and innovation processes. Capitalizing on the basic principles, requirements, and methodological limitations found in the literature on sustainability-oriented business model design, this paper aims to conceptualize a dynamic business modeling for sustainability approach, which combines an adapted sustainable business model canvas and system dynamics modeling. To this end, the paper also illustrates the key operating principles of the proposed approach through an exemplary application to Patagonia's business model. Findings suggest that dynamic business modeling for sustainability may contribute to sustainable business model research and practice by introducing a systemic design tool, which frames environmental, social, and economic drivers of value generation into a dynamic business model causal feedback structure, thus overcoming methodological gaps of the extant business model design tools. KEYWORDSbusiness model design, business models for sustainability, dynamic business modeling, sustainability, system dynamics modeling

Current CSR literature offers little insight into how to engage customers and other stake-holders about their CSR expectations and perceptions. The aim of this paper is to proposea model for CSR evaluation and planning based on the classification of customer CSR feed-back through the comparison of three aspects of CSR commitment (disclosed, perceivedand expected). Although the paper is focused on customers, the model can be appliedindifferently to any stakeholder group, thus providing a valuable instrument for materi-ality analysis and stakeholder engagement. In effect, the model allows identifying materialCSR issues regarding all stakeholder perceptions and expectations