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Mexico is a nation that attracts significant volumes of international tourists annually. The country possesses abundant natural and cultural assets, with significant opportunities for its tourism sector. Its geographical positioning, favourable weather, and the hospitality of its inhabitants enhance these prospects. Simultaneously, this country exhibits a heightened susceptibility to natural calamities and a dearth of public safety measures. The Mexican tourism industry encounters significant challenges within the framework of the VUCA (volatility, uncertainty, complexity, and ambiguity) model. These challenges include the inherent natural risks associated with the country, the escalating impact of global warming, and the proliferation of organised crime. Within this context, the management of tourist destinations in Mexico neglects significant factors highlighted in theoretical models associated with competitiveness and sustainability. These factors include public security, crisis and disaster management, political will, load capacity, and destination’s image. The predicament encountered by Mexican tour operators is formidable, as the socio-political circumstances in Mexico facilitate the expansion of organised crime, leading to its infiltration into various sectors and regions of the country, with significant impacts on tourist operations. This chapter analyses the effects of organised crime on Mexico’s tourism industry, utilising the VUCA framework as a conceptual lens.

This study aims to analyze how sustainability, through an efficient knowledge management (KM) system, can serve as a driving force with respect to corporate culture and reputation. The research questions that guided this study are mainly the following: Are KM and sustainability related? Can culture strengthen the link between KM and sustainability? Can the link between KM and sustainability be affected by reputation?

The methodological approach adopted corresponds to qualitative research of analysis on the reference literature in the international field, also supported by empirical analysis.

In this study, the authors show that there is no explicit correlation between sustainability and KM. This relationship, in fact, is not underlined in nonfinancial reporting because it is absent or because it is not considered relevant. Too often sustainability is reduced to a mere relational and reputational tool, ignoring the fact it must be considered a consequence and not the main goal to improve companies’ culture.

The sample studied by the authors refers to the top 40 companies listed on the Italian market, not allowing to generalize the findings across the international context.

The practical implications that could result from making explicit the relationship between sustainability and KM are multiple: the substantial benefits of the reputational aspect, an increase in the economic value related to sustainability; to ensure the going concern of the company and implement its ability to produce and share value in the long term.

The social benefits of a stronger relationship between sustainability and KM are related to the possibility to improve the wealth of all the stakeholders.

This paper analyzes the links between sustainability and KM to understand the influence of these factors on corporate culture and reputation.