ESG
Engagement in Operations Management: A Systematic Literature Review and Research Agenda
Tingting Tian, Jiayi Chen, Xinyu Hao, Kee‐hung Lai, Christina W. Y. Wong ABSTRACT
Operations management (OM) research remains fragmented in explaining how firms translate environmental, social, and governance (ESG)‐related pressures and commitments into operational practices through stakeholder engagement. To address this gap, this study systematically reviews 136 peer‐reviewed articles published between 2004 and 2024 and develops an integrative process‐oriented framework organized around three main domains: contextual drivers, salient stakeholders, and operational enactment activities. The synthesis identifies three key challenges in the translation process—prioritization, participation, and execution—and develops corresponding research directions centered on adaptive benchmarking, connectivity and integration, and materiality grounding. The framework clarifies how firms interpret contextual pressures with stakeholders and embed ESG commitments in organizational decisions and activities. The study thereby advances a more coherent understanding of how OM can connect strategic ESG commitments with substantive operational practices.