Sustainability decision‐making in times of crisis: An empirical study in Italy under the lens of the Russian‐Ukraine war

Abstract

This research examines the impact of the Russian‐Ukraine war on the decisions made by managers regarding the three dimensions of the triple bottom line (TBL) of sustainability. Specifically, it investigates how managers in the Lombardy region of Italy adapted their approaches towards sustainability during this crisis. The descriptive statistics and PCA analyses demonstrate that managers adjusted their decisions regarding the social dimension of sustainability in response to the prevailing circumstances. The Russian‐Ukraine war has led to a convergence of the social and economic dimensions within firms. However, the study also reveals that the social dimension is often considered secondary to the core business, making it the weakest aspect of the TBL approach. Nonetheless, external disruptions, such as in the case of the Russian‐Ukraine war, can influence this approach, leading to a repositioning of the social dimension as a focal point in business strategies. By emphasizing the importance of considering social aspects in sustainability decision‐making during crises, this research contributes valuable insights to the existing literature. The findings can inform the development of strategies to address challenges posed by the Russian‐Ukraine war and enhance the integration of social criteria in sustainability decision‐making.