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The purpose of this paper is to explore how to meaningfully engage small‐ to medium‐sized enterprises (SMEs) in strategies that improve the social and environmental sustainability of their businesses.

This paper is a conceptual review of the business case for sustainable development that has been offered to the business world. The paper describes the unique features of SMEs that indicate the need to reframe the case for socially and environmentally sustainable business practices for SMEs, and, using arguments discussed in the literature, we summarize the business case for sustainable development that has been specified for SMEs.

SMEs need particular attention when it comes to business strategies for sustainable development, since the business case is not the same as for large firms. Furthermore, tools that are developed to support sustainability in SMEs need to recognize that these companies have different resources and profiles than larger firms.

Sustainable development as a concept captures most issues facing our societies, which means there are endless possibilities for companies to find strategies that will impact – and hopefully improve – their social and environmental performance. While this paper does not provide empirical evidence and support, it offers some insights on practical and social implications of SMEs engaging in sustainability.

This overview may help and give ideas to owners and managers of SMEs to rethink their overall business strategy by not only incorporating sustainability in their core values and actions but also implementing such strategy. In fact, this diversity of opportunities is where there is hope for turning the current world trajectory towards healthy and resilient human and natural communities.

This paper provides review of the current debates and opportunities in business strategies for sustainable development, and an application to the realities of business operations for SMEs.

This paper aims to incorporate a market wide buying and selling pressure cost component into a spread decomposition model as spread cost component.

The paper extends a commonly used trade indicator spread decomposition model to include a component common to all stocks of a specialist firm and a market wide component common to all stocks.

Strong evidence is found that specialists consider this common factor cost component when they set bid and ask quotes. Some specialist firms also take the next logical step and specifically manage their firm wide stock inventories. The common factor is in percentage terms largest for securities with the highest trade frequencies.

The relative importance of the common factor spread component decreases as the pricing grid becomes finer, but remains highly significant under the decimal trading regime.

This is the first study to document not‐security‐specific spread cost components that are common to all stocks for which a specialist firm makes markets and to all stocks in the market. Using the model it is shown that market wide uncertainty translates into spreads of individual securities.

This paper explores the impact of a suite of alcohol culture change interventions implemented by Deakin University in Melbourne, Australia. The interventions were designed to change the alcohol culture at a bi-annual nation-wide university multi-sport competition known as Uni Nationals. This study aims to understand the critical success factors of the alcohol culture change initiatives that were developed by the university and implemented as part of a broader set of institutional practices.

A qualitative research design utilised in-depth, semi-structured interviews with nine Uni Nationals student team leaders. In total, two group interviews and four individual interviews were conducted with student team leaders who participated in the Uni Nationals. The interview transcripts were coded and themed. The themes were further refined and interpreted into a narrative. A total of two transcripts were independently coded by the first two authors. Discordant coding was flagged and discussed until a consensus was achieved. The remaining interviews were coded by the first author and discussed with the second author to ensure consistency. A socio-ecological framework was used to understand perceived changes to alcohol culture.

Student leaders were aware of and felt supported by the university-wide approach to changing the culture of Uni Nationals. Overall, the qualitative study indicated that students were positive about the alcohol culture change interventions. The leadership training that engaged team leaders in interactive activities had the greatest impact. Student leaders found the targeted messages, mocktail events and Chef de Mission (CdM) less effective cultural change strategies. However, they helped to establish expectations of students in this setting where a heightened focus on sport was associated with higher alcohol consumption.

While there has been growing academic interest in exploring “drinking cultures”, there has been relatively little focus on alcohol culture of university students at sporting events. The paper contributes to addressing this gap by shedding light on the impact of a group of interventions on the drinking culture of the Uni Nationals subculture.