Integrating social sustainability in startups: an analysis of internal and external drivers, mediators, and performance outcomes

Abstract

Abstract Startups, characterized by agility and innovative potential, are uniquely positioned to integrate social sustainability practices. Many scholars regard social sustainability as not only inherently important but also as a key driver of long-term competitive advantage. Consequently, it is a critical factor that new ventures must integrate into their business models. Despite its importance, research on social sustainability practices within startups remains scarce. This article explores the theme, focusing on its antecedents, implementation levers, and effects. The study adopts a qualitative approach based on semi-structured interviews conducted with 51 startups from different sectors, of different size, and at different stages of development. The finding suggests that awareness of social sustainability and implementation of social sustainability strategies, varies significantly among startups. These variations are influenced by both internal factors, such as company culture, team composition, and organizational flexibility, as well as external factors, such as ecosystems, resource availability, and supplier relationships. While formal sustainability policies are often limited due to the lean and adaptive nature of startups, various informal activities aimed at employees, clients, and other stakeholders demonstrate a strong belief in the value of social sustainability. The results have been synthesized into a framework summarizing the variables and complex relationships that characterize social sustainability dynamics within startups. The study provides a basis for analyzing social sustainable practices in new ventures, but also highlights the need for further research to investigate the influence of demographic, political and cultural variables on sustainability awareness and performance.

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