Ideas & Theories | The Sustainable Business Now Initiative

At the heart of The Sustainable Now Initiative is a personal theory of change grounded in both urgency and possibility

Businesses must embed sustainability at the core of their models, not as a branding tool or CSR checkbox, but as a fundamental necessity.

We are living through the largest-scale example of the tragedy of the commons the world has ever seen, with climate change representing a catastrophic risk that threatens not only ecosystems, but economies, supply chains, and long-term business viability. Sustainability can no longer be optional, it must be a core consideration in all business decisions, weighed with the full seriousness of its long-term implications.

Building on this, I believe that companies that meaningfully engage in sustainability outperform those that don’t. This isn't just about ethics, it’s about adapting to a shifting world. The consumer landscape is evolving rapidly toward socially and environmentally conscious preferences. Those businesses that prioritize stakeholder well-being, environmental impact, and long-term resilience are better positioned to earn public trust, retain employees, and remain relevant.

This idea draws from stakeholder theory, which challenges the outdated notion that companies exist solely to serve shareholders. As global regulations tighten (as seen in the EU’s new corporate sustainability directives) and societal expectations shift, companies that fail to act will fall behind—not only morally, but economically.

I also believe that we need stricter, clearer definitions of what it means to be “sustainable.” Vague metrics and greenwashing are not enough. My goal is to contribute to new forms of measurement, educational resources, and accountability frameworks that:

Help distinguish meaningful action from superficial claims
Guide companies toward a truly just and sustainable transition
Empower stakeholders and communities to hold businesses accountable

Case Study Exploration
In support of these ideas, I conducted a small-scale qualitative case study of three Canadian-based companies to begin identifying patterns between sustainability strategies and key organizational outcomes. We explored variables such as stakeholder engagement, integration of circular economy principles, and the use of sustainability-related technology.

Though preliminary, this research uses an evolving scientific method approach and is tied to the academic work I pursue through the Business & Society program at Simon Fraser University and affiliated research labs. These insights will help inform the development of future tools, playbooks, and dialogue initiatives shared through this platform.

The Sustainable Now Initiative is a space to refine and test these theories in public—with the hope that others will build on, question, and contribute to them. I welcome discussion, collaboration, and continued exploration as we collectively shape the future of sustainable business.

Ideas and Theories We Lean On

Our work is grounded in a set of transformative ideas and theories that challenge traditional assumptions in business and sustainability. These concepts provide the intellectual foundation for how we think, research, and engage with the world:

Systems Thinking

A framework for understanding complex interdependencies within ecological, economic, and social systems. Systems thinking encourages us to move beyond linear cause-and-effect models and instead consider how parts of a system interact, reinforcing or balancing each other. It is essential for designing sustainable solutions that account for long-term feedback loops, unintended consequences, and leverage points for change.

Key References:

Meadows, D. H. (2008). Thinking in Systems: A Primer. Chelsea Green Publishing.
Forrester, J. W. (1961). Industrial Dynamics. MIT Press.
Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.

Circular Economy Theory

A response to the linear "take-make-waste" industrial model, circular economy theory promotes closed-loop systems that regenerate natural systems, minimize waste, and maximize resource efficiency. This theory supports our interest in helping businesses adopt models of reuse, remanufacturing, and regenerative design.

Key References:

Stahel, W. R. (2016). The Circular Economy: A User's Guide. Routledge.
Braungart, M., & McDonough, W. (2002). Cradle to Cradle: Remaking the Way We Make Things. North Point Press.
Ellen MacArthur Foundation. (2013). Towards the Circular Economy. Ellen MacArthur Foundation.

Stakeholder Theory

Developed by R. Edward Freeman in his seminal work, Strategic Management: A Stakeholder Approach (1984), this theory redefines the purpose of business beyond profit-maximization. It argues that businesses must create value for all stakeholders—not just shareholders—including employees, communities, customers, and the environment. This theory informs our belief in multi-stakeholder accountability as essential for ethical business practice.

Key References:

Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing.
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853-886.

Indigenous Knowledge Systems

Rooted in relationality, stewardship, and long-term sustainability, Indigenous knowledge systems offer holistic approaches to governance, land management, and community resilience. These systems often emphasize intergenerational ethics, sacred relationships with land, and non-extractive worldviews. We draw on these teachings to rethink how businesses define value and responsibility.

Key References:

Battiste, M. (2002). Indigenous Knowledge and Pedagogy in First Nations Education: A Literature Review with Recommendations. National Working Group on Education and the Minister of Indian Affairs, Canada.
Smith, L. T. (1999). Decolonizing Methodologies: Research and Indigenous Peoples. Zed Books.
Berkes, F. (2018). Sacred Ecology (4th ed.). Routledge.

Critical Management Studies (CMS)

A field that challenges mainstream management assumptions about efficiency, power, and growth. CMS encourages us to ask: Whose interests does management serve? What alternative forms of organizing might be more just or sustainable? It informs our critical perspective on the role of business in society and the language we use to frame it.

Key References:

Alvesson, M., & Willmott, H. (1992). Critical Management Studies. Sage Publications.
Fournier, V., & Grey, C. (2000). At the critical moment: Conditions and prospects for Critical Management Studies. Human Relations, 53(1), 7-32.
Spicer, A., Alvesson, M., & Kärreman, D. (2009). Critical performativity: The unfinished business of critical management studies. Human Relations, 62(4), 537-560.

Knowledge Translation and Boundary-Spanning

This theory focuses on how research moves between academic, policy, and public domains. It recognizes that communication, storytelling, and framing shape how knowledge is interpreted and used. We use this idea to guide how we break down complex research—ensuring it’s accessible, relevant, and actionable across communities.

Key References:

Nutley, S. M., Walter, I., & Davies, H. T. O. (2007). Using Evidence: How Research Can Inform Public Services. Policy Press.
Ward, V., House, A., & Hamer, S. (2009). Knowledge Brokering: The Missing Link in the Evidence to Action Chain? Evidence & Policy, 5(3), 267-279.
Phipps, D., Cummings, J., Pepler, D., Craig, W., & Cardinal, S. (2016). The Co-Produced Pathway to Impact Describes Knowledge Mobilization Processes. Journal of Community Engagement and Scholarship, 9(1), 7-20.