Abstract

The business case as the prime mover of business decision-making retains an iron grip on the public imagination and the business school curriculum. Recent studies suggest its influence may be exaggerated, and that its depiction as totalising is somewhat cartoonish. We survey the role and effects of the business case in corporate sustainability efforts. Rather than examining its validity or correctness, we approach the business case as a commonly employed cultural artefact. We argue that the business case is neither sufficient nor necessary for sustainable innovation, and examine how it operates as a fixation and impediment, as well as occasional enabler. We conclude by laying out paths for sustainability champions to innovate with and beyond the business case.