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Purpose This study aims to propose a framework to drive organizations, and particularly multinational enterprises, to understand and internalize a sustainable mindset for implementing efficient and effective corporate sustainability initiatives and helping them achieve sustainable development goals (SDGs). Design/methodology/approach The framework is based on the bidirectional iterative process of the flexible pattern matching methodology. The literature on ecocentric management was examined from top to bottom in its dialogue with corporate sustainability and corporate social responsibility (CSR). The bottom-up phase was based on highly visible deviant cases of companies that were significantly recognized for their CSR or for their sustainability programs but became well-known examples of unsustainability. Additionally, an illustrative case was analyzed to examine the mindset in practice. Findings The study offers a framework based on six constructs that were identified in ecocentric management literature. It translates the ecocentric management mindset framework into behaviors for organizations that want to conduct efficient sustainable programs that help them achieve the SDGs. Originality/value The proposed new framework highlights the conceptual pillars of ecocentric management, and offers practical and theoretical perspectives on how sustainability can be better addressed at the corporate level, and help achieve the SDGs.

Analyzing the effect of individual participants on collaborative governance processes in environmental management has been elusive due to lack of theoretical frameworks and data limitations. This study uses pattern matching to contrast identity theory with original data from 7 individuals participating in waste management and urban agriculture collaboration in Florianópolis, Brazil. What started as a self-organized initiative to manage an environmental problem, due to precarious waste management services, was scaled up to a citywide policy. Findings demonstrate that as the collaboration evolved over time, individual participants in municipal government transitioned between roles, organizations, and departments which affected their influence on the collaboration according to two transition styles: integrators (overlapping different roles) and segmenters (aligning roles with contexts without ambiguity). While the integrator-style participants were key to increasing sectoral diversity during the activation stage of the collaboration to produce innovative actions, segmenters contributed to formalizing the collaboration with appropriate institutional designs. However, the success of the collaboration after the institutionalization stage depended on the individual transition style and the power of municipal agents to have agency for influencing the collaboration. These findings have implications for adapting collaborative settings to respond to contextual changes that involve urban environmental issues.

While there is abundant literature on Transnational Municipal Networks (TMNs) and collaborative governance regimes (CGRs) to respond to environmental change, few studies address TMNs as exogenous agents driving CGRs dynamics locally. TMNs have emerged as important actors in multilevel governance, providing formal structures for local governments to share best practices, access funding and influence the international policy arena on global environmental change. We argue that TMNs also have a pivotal role in the activation of CGRs and in strengthening the four dimensions of Capacity for Joint Action (CJA) identified by the literature: structural arrangements, leadership, knowledge and learning, and resources. Through the analysis of empirical evidence, based on semi-structured interviews and data sources (2014–2021), we investigate how TMNs built capacities and facilitated the emergence of a CGR in the case of waste management and composting initiative in Gangtok, India. In this case, two TMNs developed a toolkit to enable the local government to assess climate risks in the context of urbanization, poverty and vulnerability in Asia. Furthermore, at a certain point the local actors started to provide knowledge to the TMNs to be shared among other local governments and activating new CGRs, such as the case of Gangtok, which is active in sharing its knowledge in composting and climate change actions with other cities.