PurposeThe purpose of this paper is to critically examine the concept of multi-stakeholder partnerships in relation to the United Nations' sustainable development goals and propose a renewed multi-stakeholder partnerships framework that enables the implementation of the sustainable development goals.Design/methodology/approachThis paper employs an integrative review methodology to assess, critique and synthesize the extant literature on the multi-stakeholder partnerships and sustainable development goals.FindingsWe propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.Research limitations/implicationsWe propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.Originality/valueWe contend that this is one of the few early papers that contributes to the conceptual development of a collaborative multi-stakeholder partnerships paradigm by which such partnerships are formed and institutionalized among multiple interacting sectors to achieve the sustainable development goals.

Employee wellbeing and human sustainability have become increasingly acute issues within Japanese businesses. However, large corporations find it difficult to improve employee wellbeing and human sustainability in areas such as work‐life balance, flexibility and gender diversity. To investigate the nature of conflicts, we conducted in‐depth interviews with 12 managers with corporate social responsibility in eight large Japanese corporations and industries. From the thematic analysis, we identify the nature of conflicts that arise when promoting employee wellbeing: resources, family, stakeholder and partners; meritocracy as opposed to gender equality; indirect discrimination due to uneven care responsibilities; and external pressures on work hours. Additionally, personal and corporate growth was identified as a potential area of synergy. Our findings suggest that while Japanese corporations are unwilling to address these internal and external conflicts, employee wellbeing and human sustainability remain an aspiration.

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