The Chihuahua sustainability practice: lots of shivering but no real action. Practical sustainability acceptance is low in German and New Zealand firms

Purpose – This paper aims to describe the extent to which corporate organizations in Germany and in New Zealand have included sustainability practices as part of their strategic planning process. Design/methodology/approach – Current literature is reviewed to make a case for sustainability to be a driver behind corporate decision making and long‐term performance. The results of surveys of several hundred firms in both Germany and New Zealand, countries with a publicly stated commitment to sustainability, are reviewed to compare the adoption rates of sustainability practices. Findings – There is a significant difference between what firms do and what their managers think is important. Managers largely consider sustainability practices an important factor for their future careers, while firms to a large extent do not include sustainability as part of their strategic or operational planning process. Research limitations/implications – The International Sustainability Acceptance Measurement (ISAM) collects data in several countries through local‐language versions of the same online survey tool ( www.worldreply.com ). The findings in this report are specific only to New Zealand and Germany. Practical implications – The paper points academics, corporate executives and sustainability fanatics to an alarming inconsistency between what is publicly reported as commitment to sustainability and what is practically achieved. Originality/value – This paper adds value to the discussion of how sustainability practices have migrated into the operation of firms.