Corporate governance integration with sustainability: a systematic literature review

Abstract

Purpose The purpose of this paper is to systematically review the literature on corporate governance and sustainability integration in identifying the main rigidity, infirmity and gaps in the current literature, and also to mention future research paths. Design/methodology/approach A systematic literature review of existing international papers is used through quantitative and qualitative approach by selecting 27 articles published in Scopus. Findings The review suggests although integration of governance into sustainability is interpreted differently in a geographical area, vision, mission and leadership are the most significant drivers of sustainability framework dealing corporate governance. Despite the limitation which is related to the choice of number and type of keywords and journals, outcomes and the interpretation, generalization and application of results, sustainability frameworks suggest a number of avenues for investors, policy makers and future market scenario which will increase the efficiency of companies. Research limitations/implications This research uses limited number of reviews by the common features of Scopus search as previous studies. This review study reflects corporate governance to sustainability models and provides opportunities to researchers for a more in-depth investigation into the theoretical advancement and joint work of sustainability and corporate governance which better inform strategies and implementations of governmental structures. Originality/value This paper undertakes a significant thorough systematic review for sustainability integration with corporate governance literature. It gives a written work review and reference index from1995 to 2017, useful for both academics and professionals.

A systematic literature review on AAOIFI standards

“…To offer insights and critique that evaluate, identify and address possible future research agendas for AAOIFI, we adopt the systematic literature review. This methodology is inspired by the previous studies (E-Vahdati et al , 2019; Le et al , 2019; Nomran and Haron, 2020). This method takes into consideration the AAOIFI standards’ issues as compared with other standards, along with their importance, necessity to adopt, measuring level of compliance, determinants and consequences.…”

The effect of social and ethical practices on environmental disclosure: evidence from an international ESG data

“…Thus, our results are in line with those found by previous works (Kang et al , 2010; Majeed et al , 2015; Trireksani and Djajadikerta, 2016). We can explain the existence of a positive relationship between these two variables by the fact that the issue of corporate governance and its integration into the concept of sustainability and environmental performance has recently attracted increasing interest (E-Vahdati et al , 2019). Our results are in line with those of De la Cuesta and Valor (2013), Galbreath (2013), as well as Kolk and Pinkse (2010), who found that good corporate governance practices play a central role in integrating environmental and social goals into decision-making.…”

Analysing the Governance Factors for Sustainability in Organisations and Their Inter-Relations

“…Vision and mission (including strategies) are one of the most discussed governance factors, which are used guidance in decision-making and daily business (Kiesnere and Baumgartner, 2019). Vision and mission statements are effective for establishment of sustainability structure (E- Vahdati et al, 2019). An organisation should include sustainability in its vision and mission to make it an integral part of the organisation's policies (Hahn, 2013).…”

“…The person in charge, also referred to as champion (Niedlich et al, 2020), can influence an organisation's success (Sánchez et al, 2020), help to create a clearer sustainable structure (E- Vahdati et al, 2019), and promote the organisation commitment to sustainability (Krechovská and Procházková, 2014), especially when working closely with leadership (Lozano, 2006;Mader et al, 2013;Bauer et al, 2018).…”