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The paper aims to explore the effects of the behavioural antecedents suggested by the theory of planned behaviour (TPB) (i.e. positive subjective norms, high perceived behavioural control and positive attitudes towards switching) on the switching propensity of retail banking customers at several critical switching incidents (CSIs) (i.e. events of unfavourable reputation concerning their current bank or favourable reputation concerning competitor banks, service failures, problems with charges and interest rates, herding behaviour, inconvenience, alternative banks' attractiveness and unethical bank practices).

A self-completed online survey was conducted among 324 Cypriot retail banking customers. For the data analysis, the researchers used principal component analysis (PCA), confirmatory factor analysis (CFA) and structural equation modelling (SEM).

The study revealed that the behavioural antecedents specified by TPB play different roles in various CSIs. Positive subjective norms may drive bank customers to switch at critical incidents such as: service failure, unfavourable bank reputation, alternative banks' attractiveness, inconvenience, favourable reputation of other banks and herding behaviour. High perceived behavioural control can lead to switching, only in the case of other banks' favourable reputation. Finally, positive attitudes towards switching may affect bank clients to switch in cases of service failure, unfavourable bank reputation, alternative attractiveness and inconvenience.

To the best of the authors' knowledge, no other previous research work has examined the interaction between the antecedents of switching behaviour (as specified by TPB) and switching propensity at different CSIs. The study addresses the gap of explaining the reasons for which, at similar incidents, some bank customers choose to switch to other banks, whereas others do not.

This chapter discusses the utility of authentic leadership for the UN's Sustainable Development Goals and argues that the capacity-building value of authentic leadership enables change and improves performance. The authors view authentic leadership as a genuine, transparent, positive, ethical form of leadership that strives to address grand challenges. They outline its application in two cases: well-being (SDG3) and education (SDG4). Daskou and Tzokas conclude with a criticism of the value of authentic leadership in the successful delivery of the SDGs. Daskou and Tzokas recommend investigating how authentic leaders' balanced information processing and internalised moral perspective contribute to positive self-development, better education outcomes and well-being among students, educators and employees.

This paper aims to present an interactions and networks approach (INA) to the issue of change for sustainability, which can bring business out of the firm‐centric impasse and lead to collaborative action and transformation.

This paper builds upon the extant relational theories in management, and presents a holistic multi‐level framework (the system/network, issue‐based or strategic nets, dyadic relationships and the network organization) to conceptualize change for sustainability.

By adopting INA business is able to discuss: the nature and role of the network in building systems level change; the role of dyadic relations as a central mechanism for change; and the nature of organizational level capabilities necessary to enhance learning for sustainability.

Areas of future inquiry include examination of the dynamics of intra‐stakeholder relationships over time, specifically the development of actors' attitudes, behavior and cognition in business networks alongside how actors perceive and capitalize on network embedded learning. Further scholarly attention in these areas can further the appreciation of how an INA can assist in building more sustainable organizational futures.

The paper builds on the concept of “ecological literacy” at an organizational level, and considers the specific capabilities required including network visioning, orchestration and the ability to perceive the “other” as partners in creating new market realities. Moreover, it discusses the role and importance of firm “change agent power” in this regard.

By building on an INA approach, the paper provides an important conceptual stepping stone towards the ongoing realization of sustainable organization and market forms.

This paper aims to provide an introduction to the special issue on the theme of sustainability and the need for change.

The paper gives an overview of sustainability and its managerial and policy dilemmas for organizations. It also outlines the topics covered in the papers in the special issue.

The question that the papers seek to answer is: how can organisations deal with the sustainability challenge? The papers cover the key sustainability dilemmas: how to balance short term priorities with long term vision, organisational change with stability, strategic goals with day to day implementation, domestic with international responsibilities; how to manage the corporate brand, image and reputation; how to influence policies nationally and internationally, and foster relations, all in the realm of effecting the change in attitude and behaviour that sustainability demands.

The paper introduces an eclectic collection of papers that are intended to inform, challenge and stimulate continuing debate.