Table 2 Main features of the complexity... | Emerald Publishing

Table 2

Main features of the complexity related to the trade-off between business and sustainability

Main features	Quotes from interviews	Interviewed
Resourses constrains	“The main barrier in general is financial because it is normal for firms to look at the short-term result, especially managers. You always have to start with actions that guarantee results in the short term, to infuse trust [in managers]and then continue gradually according to the financial availability”	CSD, Interview B
	“The first thing a firm has to do is think about its continuity and economic balance. Otherwise, sustainability cannot be pursued”	PARSC, Interview E
	“An aim with only environmental and social goals cannot guarantee economic sustainability, becoming unviable because economic sustainability is part of our pillars; therefore, a compromise must be made”	HCM, Interview D
	“Sustainability plan projects oriented toward product innovation probably go above many others because they can give a more immediate economic result by applying the logic of strategic orientation”	PARSC, Interview E
Time horizon	“The firm became aware that sustainability was really about the firm’s future. It understood, partly because of the type of business it operates, that working on sustainability also meant ensuring long-term economic growth and added value for its stakeholders”	GRSO, Interview C
Market drivers	“We wanted to give evidence of a dedicated plan because not all sustainability activities can be traced back to the real business, and therefore, it was necessary to follow a structured track that put the right focus on sustainability issues”	GRSO, Interview C
Market drivers	“There are aspects of sustainability that are more difficult to tie into the business plan and that need a more in-depth and timely declination than what is normally done in a business plan.”	CSD, Interview B

Main features	Quotes from interviews	Interviewed
Resourses constrains	“The main barrier in general is financial because it is normal for firms to look at the short-term result, especially managers. You always have to start with actions that guarantee results in the short term, to infuse trust [in managers]and then continue gradually according to the financial availability”	CSD, Interview B
	“The first thing a firm has to do is think about its continuity and economic balance. Otherwise, sustainability cannot be pursued”	PARSC, Interview E
	“An aim with only environmental and social goals cannot guarantee economic sustainability, becoming unviable because economic sustainability is part of our pillars; therefore, a compromise must be made”	HCM, Interview D
	“Sustainability plan projects oriented toward product innovation probably go above many others because they can give a more immediate economic result by applying the logic of strategic orientation”	PARSC, Interview E
Time horizon	“The firm became aware that sustainability was really about the firm’s future. It understood, partly because of the type of business it operates, that working on sustainability also meant ensuring long-term economic growth and added value for its stakeholders”	GRSO, Interview C
Market drivers	“We wanted to give evidence of a dedicated plan because not all sustainability activities can be traced back to the real business, and therefore, it was necessary to follow a structured track that put the right focus on sustainability issues”	GRSO, Interview C
Market drivers	“There are aspects of sustainability that are more difficult to tie into the business plan and that need a more in-depth and timely declination than what is normally done in a business plan.”	CSD, Interview B

Source(s): Authors’ own creation