Corresponding Manager: Viviana Sicardi (vivianasicardi@gmail.com)
Track Manager(s): Viviana Sicardi, Roberto Cerchione, Giuseppe Liccardo, Renato Passaro
Description
In today’s globalized and competitive environment, sustainability has evolved from a voluntary commitment to a strategic imperative for achieving legitimacy and long-term growth (Hansen & Schaltegger, 2016). Organizations are increasingly integrating Environmental, Social, and Governance (ESG) principles into their strategies to address global challenges and create sustainable value for stakeholders (Cerchione et al., 2025). ESG frameworks now guide corporate decisions across ethical, social, and environmental dimensions, fostering responsible governance and transparent stakeholder engagement. Within this paradigm, Knowledge Management (KM) serves as a strategic foundation for embedding sustainability into organizational processes. By capturing, sharing, and applying knowledge, KM enhances innovation, adaptability, and evidence-based decision-making (Mardani et al., 2018). The convergence of KM with digital technologies, including Artificial Intelligence (Cerchione et al., 2026), Big Data, Blockchain, the Internet of Things, Brain-Computer Interfaces (BCI), and Digital Twins, enables real-time knowledge creation and diffusion (Köhler et al., 2022). These tools strengthen ESG performance by optimizing resource management, ensuring data transparency, and improving workforce wellbeing. For instance, BCIs can monitor employees’ attention and stress while supporting the evaluation of stakeholder engagement and alignment with sustainability objectives. Conceptual models, empirical studies will be addressed.
Keywords
Digital Transformation (DT); Environmental Social Governance (ESG); Knowledge Management (KM); sustainable development
Key References
1. Cerchione, R., Passaro, R., Sicardi, V., 2025. Do no Significant Harm ( DNSH ) Principle in Corporate Sustainability Strategies: Towards a Methodological Framework. Corp. Soc. Responsib. Environ. Manag. csr.70070. https://doi.org/10.1002/csr.70070
2. Hansen, E.G. and Schaltegger, S. (2016), “The sustainability balanced scorecard: a systematic review of architectures”, Journal of Business Ethics, Vol. 133 No. 2, pp. 193-221.
3. Mardani, A., Nikoosokhan, S., Moradi, M., & Doustar, M. (2018). The relationship between knowledge management and innovation performance. The Journal of High Technology Management Research, 29(1), 12-26. https://doi.org/10.1016/j.hitech.2018.04.002
4. Köhler, J., Sönnichsen, S. D., & Beske‐Jansen, P. (2022). Towards a collaboration framework for circular economy: The role of dynamic capabilities and open innovation. Business Strategy and the Environment, 31(6), 2700-2713. https://doi.org/10.1002/bse.3000 6.Cerchione, R., Liccardo, G., & Passaro, R. (2026). Artificial knowledge generation: investigating the revolutionary role of generative AI in knowledge management. Journal of Innovation & Knowledge, 11, 100866. https://doi.org/10.1016/j.jik.2025.100866