Companies are facing pressure in order to reduce their environmental impact.However, the managerial tools and frameworks to bring sustainability into practice are in their infancy. This paper is encompassed on the development of the Theory of Corporate Sustainability, and this work offers the practical implication of the theory to provide researchers and managers with a tool to analyse how companies integrate sustainability among their strategies and operations. The methodology has been based on the use of the case-study protocol. Four interviews have been carried out and data obtained has been analysed using content analysis methodology. Resultsshow that companies that have a formal structure to deal with sustainability are able to integrate sustainable practices in a higher degree than companies that adopt sustainability in a siloed way. Moreover, this paper shows how the process of sustainability integration differs between existing companies and new companies.

Literature about sustainability and sustainable businesses has become a large field of study during the last years. This field is growing so fast that there are sub-areas or bodies of literature within the sustainability which scopes with clear boundaries between each other. This has caused the apparition of several methodologies and tools for turning traditional companies into sustainable business models. This paper aims to develop the descriptive stage of the theory building process through a careful review of literature to create the first phase of a theory about corporate sustainability. It provides the following classification of concepts retrieved from the observation of the state of art: holistic sustainability, sustainable business models, sustainable methodologies, sustainable operations, and sustainability-oriented innovation. In addition, it seeks to establish relationships between the sustainable concepts and the expected outcomes that their implementation can generate among companies and organizations. Finally, it gives an overview of possibilities for managers that want to embed sustainability in their firms and clear paths of research for keeping the building of the theory about corporate sustainability as a process of constant iteration and improvement.

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This work explores the different frontline and offline activities during the use of hotels and restaurants -represented as the touchpoints of a customer journey- to establish what circular actions could be implemented by stakeholders throughout the process, which lead to more circular business models that integrates the seven R’s (redesign, reduce, reuse, reneovate/repair,refurbish/remanufacture, recover/return and recycle) to achieve more efficient and sustainable performance. From the reservation step to the customer satisfaction evaluation, the interactions of hotels or restaurants with suppliers from many different economic sectors determine a variety of activities in their value chain that creates synergies, enhance circularity and add value to the tourism sector through the implementation of sustainable practices or the acquisition of sustainable products and services. Based on the literature, reports and lessons learned in the sector through specific Focus Groups previously carried for the research team, the proposed model can help hotels and restaurants decision-makers to take steps toward circular economy.