Organisations around the world are increasingly factoring in environmental and social demands as they strive to achieve enduring success beyond near-term financial returns. Only partially understood are the ways that organisations manage sustainability based on geographic location and multinational standardisation. This study analysed a worldwide survey of managers (
= 1,514) to compare across borders their perceptions of sustainability-related external influences, internal inhibitors, internal enabling factors, decision drivers, practices, and operating performance. Guided by an existing integrative model combining these factors, this paper analysed variation across geographic region, country-wide sustainability conditions, and level of economic development. Corporate sustainability motives, practices, and benefits do vary significantly across geographic contexts, but organisation size and strategy of operating as a national, multi-local, or global firm make an even bigger difference. Further research is suggested to deepen these findings.
Keywords: sustainability management, sustainability strategy, cross-border management, international management, global management