Sustainability Management in Business Organizations: Examining the Impact of Managerial Policies on Natural Resource Conservation and Water Efficiency

INTRODUCTION

Natural resource depletion, water stress, biodiversity loss, and rising material demand have intensified the responsibility of business organizations to manage their ecological footprint. Corporate operations depend on energy, raw materials, land, ecosystem services, and reliable water supplies, making resource conservation both an environmental imperative and a strategic management concern. Research on corporate water accounting, water disclosure, and resource productivity shows that environmental performance increasingly depends on how firms understand, measure, and govern their resource use (Burritt & Christ, 2017; Christ & Burritt, 2017; Weber & Saunders-Hogberg, 2018; Holachi et al., 2023; Oghenemaro et al., 2023; Maity et al., 2025). Within this context, sustainability management requires firms to move beyond symbolic commitments and develop managerial policies that guide conservation-oriented decisions across organizational levels.

Managerial policies are the formal articulation of a firm’s environmental priorities, but their effectiveness depends on coherence, implementation capacity, and alignment with operational routines. Policies that define targets, responsibilities, monitoring systems, and incentives can shape how managers allocate resources, evaluate trade-offs, and prioritize conservation initiatives (Carita et al., 2025). Studies of environmental strategy, environmental management accounting, and top management commitment suggest that managerial support and structured governance mechanisms are critical for translating sustainability intent into environmental practice (Dubey et al., 2017; Latan et al., 2018; Arda et al., 2019; Enwa et al., 2024; Nagdalian et al., 2024; Rakshitha et al., 2025). However, policy design often remains fragmented when strategic aspirations are not connected to measurable routines, accountability systems, and resource stewardship practices.

Existing sustainability research has frequently examined natural resource conservation, circular economy practices, environmental management systems, and water stewardship as related but distinct domains. Corporate water management studies emphasize disclosure, accounting, risk, and stewardship, while circular economy and resource efficiency studies often focus on closed-loop systems, material productivity, and supply chain practices (Geissdoerfer et al., 2017; Kirchherr et al., 2017; Ben-Amar & Chelli, 2018; Ortas et al., 2019; Saeed & Almendeel, 2023; Al-Kharabsheh et al., 2025; Zulkarnain et al., 2025). This separation limits understanding of how managerial policies could simultaneously influence material, energy, biodiversity, land-use, and water-related outcomes. A more integrated framework is needed because firms rarely manage these resources in isolation; decisions about production, sourcing, process design, and investment often affect multiple resource systems at once.

This article proposes a conceptual framework examining how managerial policies influence natural resource conservation and water efficiency in business organizations. The framework distinguishes strategic policies, operational policies, and incentive policies, and links them to implementation pathways such as resource audits, process redesign, closed-loop systems, water monitoring, recycling, and stakeholder engagement. It also incorporates mediating factors, including leadership commitment, organizational culture, institutional pressure, and resource availability, which could strengthen or weaken policy effectiveness. By integrating sustainability management, corporate environmental strategy, water stewardship, and resource-based theoretical perspectives, the article clarifies how managerial policy design could support more systematic conservation outcomes.

Background

Natural resource challenges and the business imperative

Business organizations face growing pressure to conserve natural resources because their operations are embedded in material, energy, water, land, and ecosystem systems. Scarcity, regulatory expectations, stakeholder scrutiny, and supply-chain vulnerabilities make resource conservation a managerial issue rather than only an environmental compliance concern. Water-intensive and resource-dependent industries are especially exposed to operational and reputational risks when resource use is poorly governed or inadequately disclosed (Weber & Saunders-Hogberg, 2018; Zhou et al., 2018; Zeng et al., 2020; Erowati et al., 2024; Kuznetsova et al., 2024; Mashreghi et al., 2024; Dudarova et al., 2025). The business imperative for conservation therefore rests on aligning environmental responsibility with long-term resilience, operational continuity, and legitimacy.

Defining managerial policies in sustainability contexts

In sustainability contexts, managerial policies can be understood as formal rules, commitments, targets, procedures, and accountability mechanisms that guide decision-making toward environmental objectives. Strategic policies establish corporate vision and priorities, operational policies translate those priorities into routines and standards, and incentive policies align managerial behavior with sustainability goals. Environmental strategy and environmental management accounting research suggests that policy effectiveness depends on the integration of strategic intent with measurement systems, organizational responsibilities, and managerial commitment (Latan et al., 2018; Gunarathne et al., 2021; Carpio-Vargas et al., 2023; Mustarichie & Saptarini, 2023; Nguyen et al., 2023; Kajanova & Danihel, 2025). This definition positions policy not as a static document but as an organizing mechanism that connects corporate sustainability goals to daily resource-use decisions.

Natural resource conservation and water efficiency metrics

Natural resource conservation and water efficiency require metrics that capture both resource inputs and environmental consequences. Firms may assess material intensity, energy use, recycling rates, waste generation, land-use impacts, biodiversity-related sourcing practices, water withdrawal, consumption, discharge quality, and reuse practices. Water accounting research highlights the importance of monetary and non-monetary information for making water-related decisions visible to managers and comparable across organizational units (Burritt & Christ, 2017; Christ & Burritt, 2017; Thuy et al., 2023; Jegede, 2024; Pham, 2024). Because conservation outcomes are multidimensional, the framework treats metrics as decision-support tools that should be linked to policy objectives rather than as isolated reporting indicators (Torres-Cruz et al., 2025).

Theoretical foundations

The natural-resource-based view explains how pollution prevention, product stewardship, and sustainable development capabilities can become strategic resources when embedded in organizational routines. Institutional theory helps explain why firms adopt environmental policies in response to regulatory, normative, and stakeholder pressures, while stakeholder theory clarifies how communities, investors, customers, and supply-chain partners influence resource stewardship expectations. Research on green innovation, environmental capabilities, and resource-based environmental strategy supports the idea that conservation-oriented policies can build capabilities that are valuable, organization-specific, and difficult to imitate (Mishra & Yadav, 2021; Khanra et al., 2022; Makhloufi et al., 2022; Alwabel & Ahmed, 2025; Çora et al., 2025; Nguyen et al., 2025). These theories jointly suggest that managerial policies matter because they structure both internal capability development and external legitimacy.

Prior research gaps

Prior research provides important insights into water disclosure, environmental management systems, circular economy, green human resource management, and institutional pressures, yet it rarely integrates these areas into a policy-centered framework. Water stewardship studies often focus on reporting, risk, and accounting, while circular economy studies emphasize design, production, and supply-chain transformation (Govindan & Hasanagic, 2018; Merli et al., 2018; Zhang et al., 2021; Fu & Jacobs, 2022; Petronis et al., 2023a; Petronis et al., 2023b). Similarly, research on green human resource management and environmental commitment highlights organizational enablers but does not always specify how policy typologies connect to resource and water outcomes (Masri & Jaaron, 2017; Yong et al., 2020; Alrabiah et al., 2024; Varoneckaitė et al., 2024; Alwabel, 2025; Babu & Rajasekar, 2025). This fragmentation creates a need for a unifying conceptual model that links policy characteristics to conservation practices, water efficiency mechanisms, and contextual mediators.

Framework overview

High-level architecture

The proposed framework positions managerial policies as upstream drivers that influence organizational capabilities, managerial behavior, and operational practice. Strategic policies define conservation intent, operational policies specify procedures and controls, and incentive policies shape accountability and motivation, while feedback loops allow managers to adjust policies in response to implementation learning. This architecture reflects evidence that environmental performance is shaped by top management support, environmental strategy, management accounting, and organizational culture (Dubey et al., 2017; Latan et al., 2018; Gunarathne et al., 2021; Enwa et al., 2023; Sergun et al., 2023; Tedeeva et al., 2023; Benhmida & Trabelsi, 2024). In conceptual terms, policies are expected to influence resource conservation and water efficiency indirectly by shaping capabilities, routines, investments, and cross-functional coordination.

Core policy-outcome linkages

The framework links different policy types to specific conservation behaviors and water stewardship practices. Strategic commitment could encourage material substitution, circular design, and long-term water-risk planning, while operational controls could guide process redesign, monitoring, leak detection, resource audits, recycling, and reuse systems. Incentive alignment could encourage managers to integrate conservation objectives into procurement, production, maintenance, and investment decisions rather than treating environmental concerns as peripheral obligations. Studies on water efficiency, environmental management practices, and circular economy implementation support the conceptual expectation that coherent managerial policies can enable more systematic resource-use improvements (Kirchherr et al., 2017; Govindan & Hasanagic, 2018; Jain et al., 2020; Fu & Jacobs, 2022; Liu et al., 2024; Chandrasekhar et al., 2025; Dulla et al., 2025).

Design principles

The framework is multi-level, dynamic, theory-grounded, and managerially actionable. Its multi-level structure connects policy design to practice implementation and performance assessment, while its dynamic orientation recognizes that policies should evolve through monitoring, learning, and stakeholder feedback. Its theoretical grounding draws from resource-based, institutional, and stakeholder perspectives, and its managerial orientation emphasizes practical diagnosis of policy gaps and implementation barriers (Wang et al., 2018; Potrich et al., 2019; Mishra & Yadav, 2021; García & Jaramillo, 2023; Kibizov et al., 2026). These design principles help avoid a narrow compliance view by treating conservation policy as a strategic system for coordinating resource stewardship across the firm.

Figure 1 presents the proposed conceptual framework linking managerial policy types to implementation mechanisms, contextual mediators, and natural resource conservation and water efficiency outcomes in business organizations.

Managerial policies as drivers

Strategic policies and resource conservation vision

Strategic policies provide the overarching direction for natural resource conservation by embedding sustainability priorities into mission statements, corporate charters, board-level commitments, and long-term resource targets. Such policies can signal that material efficiency, energy productivity, biodiversity protection, and water stewardship are core managerial responsibilities rather than discretionary environmental initiatives. Research on corporate water management, environmental strategy, and proactive environmental management indicates that high-level commitments become more meaningful when connected to governance structures, information systems, and managerial decision processes (Weber & Saunders-Hogberg, 2018; Ortas et al., 2019; Potrich et al., 2019; Pisano et al., 2023; Poornachitra & Maheswari, 2023). Strategic policies therefore function as framing devices that define conservation ambition and authorize investment in capabilities needed to pursue it.

Operational policies and process controls

Operational policies translate strategic sustainability commitments into procedures, standards, monitoring routines, and process-level controls. These may include environmental management systems, water management plans, resource audits, procurement standards, production protocols, and maintenance procedures that guide day-to-day decisions. Studies of environmental management practices and integrated quality-environmental systems suggest that operational controls can improve the consistency with which sustainability objectives are embedded in production and managerial routines (Wang et al., 2018; Arda et al., 2019; Prada et al., 2024; Delia et al., 2025). In the proposed framework, operational policies act as the bridge between corporate environmental intent and the practical implementation of conservation and water efficiency measures.

Incentive policies and managerial accountability

Incentive policies shape whether managers treat conservation and water efficiency as central responsibilities or secondary concerns. Performance appraisals, reward systems, resource efficiency key performance indicators, and internal accountability mechanisms can encourage managers to integrate environmental objectives into planning, budgeting, procurement, and operations. Research on top management commitment, green human resource management, and environmental management accounting indicates that managerial behavior is more likely to align with sustainability goals when incentives, training, and information systems reinforce environmental priorities (Masri & Jaaron, 2017; Latan et al., 2018; Yong et al., 2020; Basaad et al., 2026). Within the framework, incentive policies provide the motivational infrastructure that supports implementation of strategic and operational policy commitments.

Table 1 consolidates the core managerial policy categories, their implementation mechanisms, and their decision-use metrics for natural resource conservation and water efficiency.

Table 1. Integrated Typology of Managerial Sustainability Policies and Their Resource-Stewardship Mechanisms

Natural resource conservation implementation

Material and energy efficiency initiatives

Managerial policies can support material and energy efficiency by requiring resource audits, material substitution assessments, recycling systems, waste-to-resource programs, and process redesign. These initiatives are conceptually linked to resource productivity because they encourage managers to reduce avoidable inputs, extend material value, and reconsider production processes from a conservation perspective. Circular economy research shows that closed-loop thinking, eco-innovation, and supply-chain coordination are central to reducing resource dependence and waste generation (Geissdoerfer et al., 2017; Kirchherr et al., 2017; De Jesus & Mendonça, 2018). In this framework, material and energy efficiency initiatives represent the operational expression of managerial policies that seek to conserve resources while maintaining organizational functionality.

Biodiversity and land use conservation

Natural resource conservation also includes biodiversity protection, land-use stewardship, habitat preservation, and sustainable sourcing policies. Business organizations can influence land and biodiversity outcomes through procurement standards, supplier codes, deforestation policies, traceability systems, and ecosystem-sensitive investment criteria. Although corporate environmental management literature often emphasizes emissions, materials, and water, broader resource stewardship requires firms to consider how sourcing and production decisions affect ecological systems beyond the factory boundary (Murray et al., 2017; Potrich et al., 2019; Mishra & Yadav, 2021). The framework therefore treats biodiversity and land-use conservation as important policy domains that extend managerial responsibility across supply chains and operating regions.

Circular economy and closed-loop systems

Circular economy and closed-loop systems provide a practical pathway for implementing natural resource conservation policies. Managerial policies can enable product-as-a-service models, remanufacturing, repair, reuse, recycling, extended producer responsibility, and closed-loop supply chains by clarifying responsibilities, investment priorities, and performance expectations. Circular economy scholarship emphasizes that implementation depends not only on technical feasibility but also on managerial coordination, organizational capabilities, supply-chain alignment, and supportive policy structures (Heshmati, 2017; Govindan & Hasanagic, 2018; Korhonen et al., 2018; Merli et al., 2018). In the proposed framework, circular economy practices are positioned as implementation mechanisms through which strategic and operational policies could reduce dependence on virgin resources and support long-term conservation.

Water efficiency and stewardship

Water reduction targets and consumption monitoring

Water reduction targets and consumption monitoring are central managerial policy tools for improving water efficiency because they make water use visible, comparable, and actionable across organizational units. Policies mandating water audits, baseline measurement, metering, and target-setting could help managers identify inefficient processes, prioritize conservation investments, and evaluate whether operational practices are aligned with corporate stewardship goals. Corporate water accounting research emphasizes that water information should support internal decision-making rather than merely external reporting, because managers need reliable data to assess risk, cost, and conservation opportunities (Burritt & Christ, 2017; Christ & Burritt, 2017). Within the proposed framework, monitoring policies are expected to strengthen the link between strategic water commitments and operational practices such as leak detection, process optimization, and disciplined consumption review (Zhang & Tang, 2019; Fu & Jacobs, 2022).

Water recycling and reuse technologies

Managerial commitment to water recycling and reuse technologies can shape whether firms treat water efficiency as a routine operational objective or as an occasional compliance response. Policies that authorize investment in on-site treatment, rainwater harvesting, cascading water use, closed-loop process water systems, and reuse infrastructure could enable firms to reduce dependence on external water withdrawals while improving resilience in water-stressed contexts. Studies of corporate water management and water-oriented business cases suggest that implementation depends on the perceived strategic value of water initiatives, the availability of internal decision-support information, and the willingness of managers to allocate capital to stewardship practices (Pedersen et al., 2017; Weber & Saunders-Hogberg, 2018). In this framework, recycling and reuse technologies are not treated as purely technical solutions but as outcomes of policy choices that define priorities, responsibilities, and investment criteria.

Watershed and community engagement

Water stewardship extends beyond internal efficiency because business organizations often share water resources with communities, ecosystems, suppliers, and public institutions. Managerial policies can promote watershed engagement by requiring site-level water-risk assessment, stakeholder dialogue, transparent disclosure, supplier coordination, and participation in collective action initiatives. Research on water disclosure and stakeholder influence indicates that external expectations can shape how firms communicate, manage, and justify water-related decisions, particularly in sectors exposed to public scrutiny or high water dependency (Ben-Amar & Chelli, 2018; Zhang et al., 2021; Wicaksono & Setiawan, 2022). The framework therefore positions watershed and community engagement as an outward-facing policy pathway through which firms could connect internal water efficiency with broader shared-resource governance.

Mediating mechanisms and contextual factors

Organizational culture and leadership commitment

Organizational culture and leadership commitment mediate the effectiveness of managerial policies by influencing whether employees and managers interpret conservation goals as meaningful, legitimate, and actionable. A conservation-oriented culture can support cross-functional cooperation, encourage resource-saving behavior, and reduce resistance to procedural changes associated with audits, monitoring, recycling, and circular economy practices. Research on top management commitment, environmental training, and organizational culture suggests that policy implementation is stronger when leaders visibly support environmental objectives and provide the resources, knowledge, and incentives needed for action (Dubey et al., 2017; Latan et al., 2018; Liu et al., 2020). In the framework, leadership and culture are therefore conceptualized as enabling conditions that help transform formal policies into sustained managerial routines.

External pressures and industry context

External pressures and industry context can moderate how managerial policies influence natural resource conservation and water efficiency. Regulatory stringency, investor expectations, customer demands, water stress, sectoral norms, supply-chain scrutiny, and community concerns can all affect whether firms adopt ambitious policies or rely on minimal compliance. Institutional research suggests that environmental practices are shaped by coercive, normative, and mimetic pressures, while water-risk studies indicate that sector and location can influence the salience of water management in corporate decision-making (Wang et al., 2018; Zhou et al., 2018; Ortas et al., 2019; Zeng et al., 2020). The framework therefore assumes that the same policy design may produce different implementation pathways depending on industry characteristics, resource dependency, and institutional context.

Managerial decision-support and policy design

Policy diagnostic and gap analysis

The framework can serve as a diagnostic tool for assessing whether a firm’s existing sustainability policies adequately cover natural resource conservation and water efficiency. Managers could use the model to examine whether strategic commitments are linked to operational controls, whether resource metrics are available for decision-making, whether water stewardship is integrated with broader conservation priorities, and whether incentives reinforce or undermine stated objectives. Research on environmental management accounting, water accounting, and proactive environmental management supports the view that decision-support systems are necessary for identifying gaps between policy intent and managerial practice (Burritt & Christ, 2017; Christ & Burritt, 2017; Latan et al., 2018; Potrich et al., 2019). A diagnostic application of the framework would therefore help firms identify missing policy elements, weak accountability structures, and areas where conservation practices require clearer managerial authorization.

Designing integrated policy portfolios

Integrated policy portfolios combine strategic, operational, and incentive policies so that conservation objectives are reinforced across multiple levels of the organization. A firm may articulate a strategic conservation vision, translate it into operational standards for procurement and production, and align managerial evaluation with resource efficiency and water stewardship responsibilities. Research on environmental management systems, circular economy implementation, green human resource management, and sustainable supply chain innovation suggests that environmental outcomes depend on coordinated bundles of practices rather than isolated interventions (Arda et al., 2019; Jain et al., 2020; Yong et al., 2020; Nilsson & Göransson, 2021). In the proposed framework, integrated policy portfolios are expected to reduce policy conflict, improve coherence, and support synergies between material efficiency, energy conservation, biodiversity protection, circular systems, and water stewardship.

Figure 2 presents a diagnostic architecture showing how integrated policy portfolios can be assessed, aligned, and evaluated for resource stewardship performance.

Evaluation strategy for the framework

Qualitative testing through case studies

The framework could be evaluated through qualitative case studies in water-intensive and resource-dependent industries, where managerial policies can be traced from strategic design to operational implementation. Case studies would allow researchers to examine how policy documents, managerial interviews, site practices, supplier relationships, and stakeholder engagement processes reveal the pathways connecting policies to conservation and water efficiency actions. Prior research on business cases for water management, corporate water practices, and proactive environmental management illustrates the value of examining organizational context and managerial interpretation when evaluating sustainability initiatives (Pedersen et al., 2017; Weber & Saunders-Hogberg, 2018; Potrich et al., 2019). Such qualitative testing would be especially useful for identifying policy mechanisms, implementation barriers, and feedback loops that may be difficult to capture through standardized survey instruments alone.

Quantitative empirical validation

Quantitative empirical validation could involve developing survey scales that measure policy comprehensiveness, strategic commitment, operational control, incentive alignment, water monitoring, resource conservation practices, and perceived implementation effectiveness. Researchers could then examine conceptual relationships between policy dimensions and indicators such as material productivity, energy efficiency, recycling practices, water withdrawal monitoring, reuse systems, and disclosure quality, while avoiding unsupported causal claims until stronger designs are available. Studies on environmental management practices, water efficiency, water disclosure, and green innovation provide foundations for constructing measures that connect managerial policy design with environmental management outcomes (Fu & Jacobs, 2022; Khanra et al., 2022; Wicaksono & Setiawan, 2022; Rosa et al., 2023). In this framework, quantitative validation should be treated as a future research strategy for assessing theoretical propositions rather than as evidence of predetermined policy effects.

Longitudinal and comparative research needs

Longitudinal and comparative research would help clarify how managerial policies evolve over time and across institutional settings. Because conservation policies may be introduced, revised, weakened, or strengthened in response to regulation, stakeholder pressure, resource scarcity, and organizational learning, researchers should examine policy trajectories rather than only cross-sectional snapshots. Multi-country and institutionally comparative studies of corporate water management and disclosure suggest that national governance conditions, sectoral expectations, and institutional environments can influence how firms design and communicate water and resource policies (Ben-Amar & Chelli, 2018; Ortas et al., 2019; Zhang et al., 2021). The framework therefore encourages future research that compares firms across regions, industries, and time periods to understand how contextual variation shapes policy-practice linkages.

Table 2 converts the conceptual framework into testable propositions, candidate indicators, and empirical designs for future validation.

Table 2. Testable Propositions and Empirical Validation Pathways for the Managerial Policy–Stewardship Framework

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Liu, J., Liu, Y., & Yang, L. (2020). Uncovering the influence mechanism between top management support and green procurement: The effect of green training. Journal of Cleaner Production, 251, 119674.

Maity, S., Sarkar, S., Islam, M. S., Karmakar, S., & Sen, K. (2025). Local community perceptions of ecotourism impacts on socioeconomic conditions, nature and biodiversity, in Jhargram. World Journal of Environmental Biosciences, 14(2), 1–12. doi:10.51847/y6V24xXleK

Makhloufi, L., Laghouag, A. A., Meirun, T., & Belaid, F. (2022). Impact of green entrepreneurship orientation on environmental performance: The natural resource‐based view and environmental policy perspective. Business Strategy and the Environment, 31(1), 425–444.

Mashreghi, D., Fakoor, M., Arti, H., Mohammadhoseini, P., Mousavi, S., Goharpey, S., & Farhadi, E. (2024). Investigating the effective factors on rehabilitation in anterior cruciate ligament reconstruction based on Lysholm knee score. Journal of Advanced Pharmacy Education and Research, 14(3), 43-48. doi:10.51847/W4m2xHgTH7

Masri, H. A., & Jaaron, A. A. (2017). Assessing green human resources management practices in Palestinian manufacturing context: An empirical study. Journal of Cleaner Production, 143, 474–489.

Merli, R., Preziosi, M., & Acampora, A. (2018). How do scholars approach the circular economy? A systematic literature review. Journal of Cleaner Production, 178, 703–722.

Mishra, P., & Yadav, M. (2021). Environmental capabilities, proactive environmental strategy and competitive advantage: A natural-resource-based view of firms operating in India. Journal of Cleaner Production, 291, 125249.

Murray, A., Skene, K., & Haynes, K. (2017). The circular economy: An interdisciplinary exploration of the concept and application in a global context. Journal of Business Ethics, 140(3), 369–380.

Mustarichie, R., & Saptarini, N. M. (2023). Sirih (Piper betle) folium as new candidate for anti-herpes virus: In-silico study. Journal of Advanced Pharmacy Education and Research, 13(1), 46–50. doi:10.51847/mcuhssaHlU

Nagdalian, A., Askerova, A., Blinov, A., & Shariati, M. A. (2024). Evaluation of the toxicity of copper oxide nanoparticles toward pea seeds. World Journal of Environmental Biosciences, 13(3), 23–30. doi:10.51847/A2gMbUMBUD

Nguyen, T. T., Dinh, V. T., & Vu, L. H. (2025). An integrated FAHP–TOPSIS approach for evaluating and prioritizing medical tourism service types in Vietnam. Journal of Organizational Behavior Research, 10(2), 20–31. doi:10.51847/lnWweTmy0d

Nguyen, V. T., Tran, D. T. L., Dang, T. T. N., Nguyen, T. K. P., & Ngo, T. X. B. (2023). The impact of logistics services on customer satisfaction: An empirical study in the COVID 19 pandemic. Journal of Organizational Behavior Research, 8(1), 12–24. doi:10.51847/MIoTW6LdxZ

Nilsson, F., & Göransson, M. (2021). Critical factors for the realization of sustainable supply chain innovations-model development based on a systematic literature review. Journal of Cleaner Production, 296, 126471.

Oghenemaro, E. F., Sochi, E. O., Oghenovo, O. F., & Michael, O. (2023). The evaluation of the in-vitro antibacterial and anti-inflammatory potentials of the tender water of Cocos nucifera (L.). World Journal of Environmental Biosciences, 12(4), 8–13. doi:10.51847/JqUXHGZ6r0

Ortas, E., Burritt, R. L., & Christ, K. L. (2019). The influence of macro factors on corporate water management: A multi-country quantile regression approach. Journal of Cleaner Production, 226, 1013–1021.

Pedersen, E. R., Rosati, F., Lauesen, L. M., & Farsang, A. (2017). What is in a business case? Business cases as a tool-in-use for promoting water management practices in the food sector. Journal of Cleaner Production, 162, 1048–1060.

Petronis, Z., Pliatkute, I., Janovskiene, A., & Leketas, M. (2023a). The relationship between cervical spine abnormalities and temporomandibular joint internal disorders: A systematic review of literature. Annals of Dental Specialty, 11(4), 20–28. doi:10.51847/sGUN5P9OQA

Petronis, Z., Zigmantavicius, J., & Januzis, G. (2023b). Histologic and histomorphometric analysis of sinus floor elevation using calcium phosphate materials: A systematic review. Annals of Dental Specialty, 11(2), 7–14. doi:10.51847/yqkoQ0Tw5p

Pham, T. T. (2024). Linking family supports and Vietnamese employee performance: The mediator role of work engagement. Journal of Organizational Behavior Research, 9(1), 15–31. doi:10.51847/W3DMjBBfqq

Pisano, M., Sangiovanni, G., Frucci, E., Scorziello, M., Benedetto, G. D., & Iandolo, A. (2023). Assessing the reliability of electronic apex locators in different apical foramen configurations. Asian Journal of Periodontics and Orthodontics, 3, 1–5. doi:10.51847/qOUk0OkkRZ

Poornachitra, P., & Maheswari, U. (2023). Identifying non-specific symptoms in oral submucous fibrosis patients: A clinical perspective. Asian Journal of Periodontics and Orthodontics, 3, 18–24. doi:10.51847/xLpm4TfyCA

Potrich, L., Cortimiglia, M. N., & de Medeiros, J. F. (2019). A systematic literature review on firm-level proactive environmental management. Journal of Environmental Management, 243, 273–286.

Prada, A. M., Cicalău, G. I. P., & Ciavoi, G. (2024). Resin infiltration for white-spot lesion management after orthodontic treatment. Asian Journal of Periodontics and Orthodontics, 4, 19–23. doi:10.51847/ZTuGEanCSV

Rakshitha, R., Sinchana, H. C., & Pallavi, N. (2025). Assessing the effectiveness of coprecipitation-assisted ZnS/C nanoclusters in the photocatalytic decomposition of 2,4-dichlorophenoxyacetic acid herbicide. World Journal of Environmental Biosciences, 14(1), 1–9. doi:10.51847/gPX6I9ZEgK

Rosa, F. S., Compagnucci, L., Lunkes, R. J., & Monteiro, J. J. (2023). Green innovation ecosystem and water performance in the food service industry: The effects of environmental management controls and digitalization. Business Strategy and the Environment, 32(8), 5459–5476.

Saeed, M. S., & Almendeel, H. M. (2023). Perceptions of pharmacy students towards online learning during COVID-19 pandemic in Saudi Arabia. Journal of Advanced Pharmacy Education and Research, 13(1), 6–14. doi:10.51847/0QNajxm7pC

Sergun, V. P., Evgenia, B., Burkova, V. N., Poznyakovsky, V. M., Danko, N. N., & Tokhiriyon, B. (2023). Treatment of menstruation disorders at puberty: A plant-based dietary supplement efficacy and safety. Journal of Biochemical Technology, 14(3), 13–17. doi:10.51847/r9vJrE0mHw

Tedeeva, A. V., Sataev, A. R., Batraeva, S. T., Gabitaeva, T. N., Magomedsaugitova, N. N., & Azatyan, A. A. (2023). Application of Raman spectroscopy to study the mineralization of bone regenerates. Journal of Biochemical Technology, 14(1), 22–26. doi:10.51847/nVm55ojLS7

Thuy, V. T. T., Hung, D. N., Oanh, L. T. T., Tuyet, V. T. A., & Thu, B. T. (2023). Factors impact on business performance of enterprises: The case of Vietnam. Journal of Organizational Behavior Research, 8(2), 27–39. doi:10.51847/2itmiM3CoE

Torres-Cruz, F., Pari-Condori, E. Y., Tumi-Figueroa, E. N., Coyla-Idme, L., Tito-Lipa, J., Gonzalez, L. A., & Tumi-Figueroa, A. (2025). Prediction of university dropouts through random forest-based models. Journal of Advanced Pharmacy Education and Research, 15(1), 78-83. doi:10.51847/PFb18QB60j

Varoneckaitė, M., Jasinskaitė, K., Varoneckas, A., Vasiliauskas, A., & Leketas, M. (2024). External apical root resorption in clear aligner vs. fixed orthodontic appliances: Systematic review and meta-analysis. Annals of Dental Specialty, 12(3), 15–22. doi:10.51847/YxGPFR62jS

Wang, S., Li, J., & Zhao, D. (2018). Institutional pressures and environmental management practices: The moderating effects of environmental commitment and resource availability. Business Strategy and the Environment, 27(1), 52–69.

Weber, O., & Saunders-Hogberg, G. (2018). Water management and corporate social performance in the food and beverage industry. Journal of Cleaner Production, 195, 963–977.

Wicaksono, A. P., & Setiawan, D. (2022). Water disclosure in the agriculture industry: Does stakeholder influence matter? Journal of Cleaner Production, 337, 130605.

Yong, J. Y., Yusliza, M. Y., Ramayah, T., Chiappetta Jabbour, C. J., Sehnem, S., & Mani, V. (2020). Pathways towards sustainability in manufacturing organizations: Empirical evidence on the role of green human resource management. Business Strategy and the Environment, 29(1), 212–228.

Zeng, H., Zhang, T., Zhou, Z., Zhao, Y., & Chen, X. (2020). Water disclosure and firm risk: Empirical evidence from highly water‐sensitive industries in China. Business Strategy and the Environment, 29(1), 17–38.

Zhang, L., & Tang, Q. (2019). Corporate water management systems and incentives to self-discipline. Sustainability Accounting, Management and Policy Journal, 10(3), 592–616.

Zhang, L., Tang, Q., & Huang, R. H. (2021). Mind the gap: Is water disclosure a missing component of corporate social responsibility? The British Accounting Review, 53(1), 100940.

Zhou, Z., Liu, L., Zeng, H., & Chen, X. (2018). Does water disclosure cause a rise in corporate risk-taking?—Evidence from Chinese high water-risk industries. Journal of Cleaner Production, 195, 1313–1325.

Zulkarnain, B. S., Afrilla, D., Yusfra, Y., Oktavia, M., Widyasari, S. A., Khotib, J., Yogiarto, M., Alsagaff, M. Y., Nita, Y., & Jaya, H. P. (2025). Reasons and clinical outcomes of dual antiplatelet therapy cessation in coronary stenting patients: a systematic review. Journal of Advanced Pharmacy Education and Research, 15(4), 1-7. doi:10.51847/HFUptSzqzY