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Using Gibson and Tarrant's (2010) resilience triangle model, this study explores how small northwest Himalayan organisations respond to contextual challenges and opportunities and embed sustainability strategies in the organisations' operational values.

A qualitative exploratory design through individual and group interviews with owner-managers and employees was held in five small northwest Himalayan organisations.

The findings reveal multiple contextual challenges facing small organisations in northwest Himalayas, including ecological conditions, remoteness, underdeveloped infrastructure and human competencies. The investigated organisations respond to these challenges through reactive and innovation-based services like eco-tourism, conservation and educational initiatives. The organisations engage communities through participatory and educational activities. Owner-managers adjust the respective vision and mission statements, train employees on sustainability values and lobby the government on policy changes to embed sustainability strategies. Some organisations invest in resources and capabilities and others in process capabilities.

Small organisations can improve how the organisations predict contextual issues by developing the organisations' process capabilities, specifically by creating practical tools with parameters relevant to ecological conditions. These organisations can set the tools through participatory actions with the broader communities to ensure the (un)intended consequences of environmental issues are considered. Furthermore, improvements in process and human capabilities will provide new approaches to raising business opportunities, especially in post-pandemic business environments.

This study develops a framework that enhances the understanding of how process capabilities, leadership, people and knowledge capabilities are critical to developing and embedding sustainability strategies in small organisations.

In spite of the availability of metrics for measuring social impact (SI), it can be difficult for organisations to select tools that fit their precise needs. To address this challenge, this study conducts a systematic literature review by using legitimacy theory as a point of departure. It examines tools that capture three dimensions of sustainability – social, economic and environmental (SEE) – and firm size.

Top four journal databases in the social sciences from the FT50 review were searched to identify articles published in peer-reviewed journals in the 2009-2019 period, using keywords to conceptualise the construct. For comprehensive assessment, this study adopted a method that requires the logic synthesis of concepts and evidence emerging from the literature to address the research aim.

The results show that most of the articles developed tools or frameworks to measure SI based on the triple bottom line of sustainability – SEE – and firm size. However, there is insufficient evidence of their integration into practice.

This work contributes to the legitimisation of social enterprises (SEs) by using validated tools and frameworks to develop practical suggestions for SI measurement (SIM).

As legitimacy is an important rationale for SIM, this study adds value through the development of a suitability framework. The framework enables SEs to identify the most appropriate tool for their purpose and size to establish legitimacy through impact measurement and reporting.

The purpose of this paper is to systematically review the academic literature on Supply Chain Learning (SCL), including the definitions, drivers, sources, barriers and consequences of SCL, and to propose an integrated conceptual model.

A systematic literature review has been conducted, with an analysis of 123 papers in peer-reviewed academic journals published from 1998 up to March 2018.

Through analysis and synthesis of the literature, this paper identifies and classifies the concepts of SCL into four types, that is, process orientation, structure orientation, consequence orientation and other informal definitions. Based on the Extended Resource-Based View (ERBV), the authors develop an integrated conceptual framework, which brings together various constructs. Within the framework, the authors identify the drivers and sources of SCL at intra- and inter-organizational levels. SCL consists of exploratory and exploitive learning capabilities, and the outcomes of SCL are dynamic supply chain management capabilities and sustainable supply chain performance.

The authors propose a capability perspective of SCL and develop a conceptual model and a number of associated propositions of SCL based on the ERBV and review findings, which is subject to future empirical testing and propose five future research directions. The findings of this paper can be extended beyond the dyad and be applied in multi-tier supply chain context.