Sustainability Strategy

A value chain includes all the activities a company undertakes to create value for its customers. The extent to which companies consider upstream and downstream activities, beyond their direct control, as crucial for value creation may influence the actions they take and the stakeholders they involve when developing sustainability strategies.

We adopt a value chain perspective to investigate how corporate-level actions can generate better sustainability outcomes as the system level. Using approaches such as network theory, we also explore the role of inter-organizational interactions and how they affect the spread of sustainable practices along the supply chain.

• Peer-reviewed article: Vieira, L.C.; Longo, M.; Mura, M. “Impact pathways: the hidden challenges of Scope 3 emissions measurement and management”, International Journal of Operations & Production Management, 2024, Vol. 44 No. 13, pp. 326–334.

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  This article discusses the need for further research into how focal firms measure and manage indirect Scope 3 emissions within their value chains. It highlights inconsistencies in Scope 3 inventories and addresses the responsibilities of companies in tackling these emissions.

Companies are setting sustainability goals and developing strategic plans to achieve them. This research line focuses on understanding how businesses respond to sustainability challenges, particularly through the design and implementation of long-term strategies aligned with environmental, social, and governance (ESG) principles.

• Peer-reviewed article: Vieira, L.C.; Longo, M.; Mura, M. “Are the European manufacturing and energy sectors on track for achieving net-zero emissions in 2050? An empirical analysis”, Energy Policy, 2021, 156, Article No. 112464, pp. 1–9

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  This study assesses the progress of Europe’s manufacturing and energy sectors toward the net-zero emissions target set by the European Green Deal. Using data from the EU Emissions Trading System (EU ETS) from 2005 to 2017 across five major countries, the results show that while some facilities have reduced emissions, a significant portion has yet to start decarbonizing. A small group of super-emitters (13–23% of facilities) is responsible for up to 95% of total emissions.

• Peer-reviewed article: Vieira, L.C.; Longo, M.; Mura, M. “Will the regime ever break? Assessing socio-political and economic pressures to climate action and European oil majors’ response (2005–2019)”, Climate Policy, 2022, 22, pp. 488–501

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  This study explores the relationship between external socio-political and economic pressures for climate action and the responses of European international oil companies from 2005 to 2019. The findings reveal inconsistent efforts, with recent pressures (post-2017) leading to only marginal investments in alternatives. The results underscore the need for stronger climate policies and market-driven incentives to accelerate the transition away from fossil fuels.

• Peer-reviewed article: Vieira, L.C.; Longo, M.; Mura, M. “From carbon dependence to renewables: The European oil majors’ strategies to face climate change”, Business Strategy and the Environment, 2023, 32, pp. 1248–1259

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  This article examines the decarbonization strategies adopted by European oil companies in response to climate change, based on corporate documents and carbon emissions data. Although most firms share a common climate mitigation narrative, their actions diverge: only one company is actively moving away from fossil fuels, while others continue to rely on carbon dependence, offsetting, or mitigation strategies.

• Peer-reviewed article: Vieira, L.C.; Longo, M.; Mura, M. “Responding to a Wicked Problem: How Time, Sense of Place, and Organisational Boundaries Shape Companies’ Decarbonisation Strategies”, Organization & Environment, 2024, 37, pp. 6–31

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  This article investigates the decarbonization strategies of 45 European manufacturing companies committed to net-zero emissions by 2050. It introduces an innovative framework that integrates temporal, spatial, and organizational dimensions. The findings show that differing approaches to these elements shape the depth and effectiveness of corporate strategies, with varying implications for achieving future climate goals.

• Peer-reviewed article: Mura, M.; Longo, M.; Boccali, F.; Visani, F.; Zanni, S. “From outcomes to practices: Measuring the commitment to sustainability of organisations”, Environmental Science & Policy, 2024, 160, Article No. 103868, pp. 1–14

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  This study develops an index based on Data Envelopment Analysis (DEA) to measure organizational commitment to sustainability. It is tested on a sample of 1,411 Italian firms, distinguishing between environmental and social performance dimensions.

• Book Chapter: Longo, M.; Mura, M.; Vagnini, C.; Zanni, S. “Chapter 5. Sustainability measurement: Evolution and methods”, in: Jingzheng Ren (Ed.), Methods in Sustainability Science, Elsevier, 2021. ISBN: 9780128239872 https://doi.org/10.1016/B978-0-12-823987-2.00010-6

  This chapter explores the evolution of sustainability measurement, highlighting key research streams, gaps in the field, and its contributions to corporate management. It reviews tools, metrics, and reporting practices that help integrate sustainability into business strategies.

• Peer-reviewed article: Mura, M.; Longo, M.; Domingues, A.R.; Zanni, S. “An Exploration of Content and Drivers of Online Sustainability Disclosure: A Study of Italian Organisations”, Sustainability, 2019, 11, Article No. 3422, pp. 1–24

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  This study analyzes the online disclosure of environmental and social information by 2,008 Italian organizations, revealing generally low disclosure levels. It finds that firm size, certifications, and industry sector are key factors influencing sustainability communication practices.

This research examines how decision-makers (operating under conditions of limited information, scarse resources, and high uncertainty) may attempt to make rational choices but are often influenced by systematic errors, known as cognitive biases. These biases can undermine the quality of business decisions.

The goal is to analyze the impact of cognitive distortions on corporate decision-making processes, especially in the sustainability domain, where the need to balance economic, environmental, and social factors adds complexity and increases the likelihood of biased reasoning.

The project aimed to critically assess the company's sustainability strategy, benchmark it against industry leaders, and explore its integration with the broader corporate strategy. Through a combination of secondary data analysis (including sustainability reports, CDP disclosures, and other key documents) and interviews with top management, the project examined internal perceptions of sustainability within the Carraro Group. The study also provides recommendations to improve and strengthen the company's sustainability strategy.