A corporate sustainability maturity model for readiness assessment: a three-step development strategy

Abstract

PurposeOne of the main challenges of organisations today is how to navigate their development into ideal sustainable organisations. However, each readiness level requires a different rubric of indicators. Therefore, this study develops a corporate sustainability maturity model (CSMM), which can be used by organisations to conduct self-assessments, identify their current sustainability maturity levels and transition into mature sustainable organisations.Design/methodology/approachThis CSMM comprises various maturity domains, sub-domains and levels as well as a rubric of indicators for assessing the maturity of corporate sustainability. In its development, a systematic literature review examined existing maturity models, after which a pilot study, based on the literature review, content analysis and expert interviews, was used to create a prototype of the CSSM. Finally, the model was refined and expanded by considering practitioners' feedback and the tendencies of other sustainability maturity models.FindingsOn the basis of the findings, some Indonesian organisations conducted sustainability activities, without having a strategic plan. Moreover, the factors driving organisations to conduct sustainability efforts included external and internal pressure. However, typical factors, such as awareness of sustainability and organisational reputation gained from conducting sustainability activities, were insignificant in the sample.Originality/valueThis CSMM is the first sustainability maturity model developed for readiness assessment in an Indonesian context. Through this CSMM, organisations can determine their current readiness level of sustainability maturity and choose the correct indicators to help improve each sustainability domain in the matrix.

Proposal of a Maturity Model for Supply Chain Sustainability

“…Sustain. Robinson et al, 2006;Standing & Jackson, 2007;Machado et al, 2017;Subramanian et al, 2017   Pigosso et al, 2013;Hynds et al, 2014;Verrier et al, 2016;Xavier et al, 2020  Okongwu et al, 2013Srai et al, 2013;Kurnia et al, 2014;Rudnicka, 2016;Reefke et al, 2014;Santos et al, 2020  Edgeman & Eskildsen, 2014Golinska & Kuebler, 2014;Gouvinhas et al, 2016;Sari et al, 2020   Table 2's analysis suggests the following: i) the MMs' scope ranges from the process, company, and network level; i) some MMs address the maturity considering only the environmental dimension, which according to Correia et al (2017), makes it difficult "to identify critical elements that contribute to higher levels of sustainability"; ii) many MMs present a TBL approach (but a more detailed analysis of the MMs identified in Table 2 shows that sustainability is mainly treated as a stand-alone element of the TBL); iii) all the MMs with a network scope follow a TBL approach. However, these MMs have some shortcomings.…”

Assessing smart circular supply chain readiness and maturity level of small and medium-sized enterprises

“…Barletta et al (2020) proposed an assessment tool for organizational readiness levels for manufacturing companies. Sari et al (2021) established a corporate sustainability maturity model that can be implemented by organizations to perform self-assessments, define their existing stages of sustainability maturity, and transform them to mature sustainable organizations. Sehnem et al (2020) performed a case study to examine the maturity of the implementation of CE procedures considering the CE business models.…”

Readiness for lean-sustainability in start-ups during the COVID-19 era

“…According to a survey of the literature, several firms have undertaken organisation broad change management in recent years using the principles and ideas of lean thinking (Gurumurthy et al , 2013). Sari et al (2020) developed a sustainable business maturity model that firms may use to self-assess their sustainability maturity levels, review their existing sustainability maturity levels and transition into established sustainable enterprises. Sangwan et al (2018) developed a manufacturing sustainability assessment model as well as a technique for assessing sustainable preparedness.…”