Abstract

The generation of impact in primary sector organizations is increasingly relevant; however, owing to difficulties in measuring their approach, evidence regarding this is lacking. This study determines which elements are key to achieve a high impact within companies in the agricultural sector certified as B Corp (B Corporation Certification or CBCs) and their relationship with the Sustainable Development Goals (SDGs) set by the United Nations in the 2030 Agenda most closely linked to the object of study.A sample of 199 B Corp-certified agribusinesses was selected because it is a widely validated model in the academic world for measuring impact and because it represents a model of a sustainable organization.SDGs 8, 11, 12, and 15, which measure sustainable economic growth and are related to agribusiness (agriculture, forestry, and fisheries), are considered as a basis. Once the criteria established by B Corp certification have been defined, two questions arise: i) Which dimensions (employees, customers, communities, governance, and environment) are relevant for these organizations to have an impact (Presence model)? ii) Which dimensions, when there is no focus by these organizations on the aforementioned criteria, prevent them from generating this impact (Absence model)?Qualitative comparative analysis (fsQCA) was used to establish which configurations are decisive in determining whether an agribusiness company generates a significant impact, and on which levers the companies should focus their efforts to generate impact.Our results revealed five and three combinations for the presence and assumption model, respectively. Accordingly, the community pillar is the central axis to focus on. Moreover, combined with other dimensions, it will allow the companies to identify their areas of work to maximize their importance for the different stakeholders in line with the selected SDGs.

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