Purpose – This study aims to aid theory building, the use of decision theory (DT) concepts in sustainable supply chain management (SSCM) research is examined. Design/methodology/approach – An abductive approach considers two DT concepts, Snowden’s Cynefin framework for sense-making and Keeney’s value-focussed decision analysis, in a systematic literature review of 160 peer-reviewed papers in English. Findings – Around 60 per cent of the papers on decision-making in SSCM come from operational research (OR), which makes explicit use of DT. These are almost all normative and rationalist and focussed on structured decision contexts. Some exceptions seek to address unstructured decision contexts via Complex Adaptive Systems or Soft Systems Methodology. Meanwhile, a second set, around 16 per cent, comes from business ethics and are empirical, behavioural decision research. Although this set does not explicitly refer to DT, the empirical evidence here supports Keeney’s value-focussed analysis. Research limitations/implications – There is potential for theory building in SSCM using DT, but the research only addresses SSCM research (including corporate responsibility and ethics) and not DT in SCM or wider sustainable development research. Practical implications – Use of particular decision analysis methods for SSCM may be improved by better understanding different decision contexts. Social implications – The research shows potential synthesis with ethical DT absent from DT and SCM research. Originality/value – Empirical behavioural decision analysis for SSCM is considered alongside normative, rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM. Originality/value – Empirical, behavioural decision analysis for SSCM is considered alongside normative rational analysis for the first time. Value-focussed DT appears useful for unstructured decision contexts found in SSCM.

Purpose The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM. Design/methodology/approach A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management. Findings Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL. Research limitations/implications The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded. Practical implications Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM. Originality/value A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.

The topic of SDG interactions is a relatively new research area with many knowledge gaps. Some of these gaps are addressed in this summary of a Special Feature of Sustainability Science, including new findings and emerging issues on (1) the characteristics of SDG interactions; (2) methods/methodology to analyse these interactions; and (3) the elaboration of drivers that influence SDG synergies. The importance of scale is clear in two emerging issues. First, there is evidence of a disconnect between national planning for SDGs and their implementation at the local scale which is leading to SDG trade-offs between these scales. Second, the concept of a “critical transition zone” is introduced where SDG trade-offs pose a particular challenge to SDG implementation. These are areas (e.g., peri-urban and forest margin areas in the Global South) undergoing rapid biophysical and/or socio-economic changes and inhabited by populations especially vulnerable to these changes. While trade-offs occur among the SDGs, there are also many examples of synergies which provide opportunities for advancing multiple goals. To distinguish between synergies and the actions that exploit them, the term “synergy driver” is introduced to refer to policies and measures that positively advance two or more goals. Several examples of synergy drivers are presented, including sustainable global supply chains, people-centred early warning systems, and joint conservation-public health programmes. To make synergy drivers relevant to the broader policy community, the research community (working with stakeholders) should first consolidate knowledge about these drivers and then evaluate their effectiveness/applicability to different policy settings.

Current food production and consumption trends are inconsistent with the Convention on Biological Diversity’s 2050 vision of living in harmony with nature. Here, we examine how, and under what conditions, the post-2020 biodiversity framework can support transformative change in food systems. Our analysis of actions proposed in four science-policy fora reveals that subsidy reform, valuation, food waste reduction, sustainability standards, life cycle assessments, sustainable diets, mainstreaming biodiversity, and strengthening governance can support more sustainable food production and consumption. By considering barriers and opportunities of implementing these actions in Peru and the United Kingdom, we derive potential targets and indicators for the post-2020 biodiversity framework. For targets to support transformation, genuine political commitment, accountability and compliance, and wider enabling conditions and actions by diverse agents are needed to shift food systems onto a sustainable path.

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