34 www.thelancet.com/lancetgh Published Online April 8, 2016 University of California, San Francisco Global Health Sciences, San Francisco, CA, USA (A Penn MS, D Montagu DrPH), University of Utah Health Sciences, Salt Lake City, UT, USA (J Negrette MBA), Asia Pacific Observatory on Health Systems and Policies, WHO Western Pacific Regional Office, Manila, Philippines (D Huntington DrPH) Correspondence to Amy Penn, University of California, San Francisco Global Health Sciences, 550 16th Street, 3rd Floor, San Francisco, CA 94158, USA amy.penn@acsf.edu Lessons for social franchises from sustainability in business and public health studies: a systematic review Amy Penn, Juan Carlos Negrette, Dale Huntington, Dominic Montagu Abstract Background Social franchising programmes are fi nanced mostly by international donor agencies; however, because such funding lacks certainty in the long term, social franchises need to think about how to continue provision of services for their targeted populations. Corporate management analysts argue that for-profi t companies face a similar challenge of uncertain funds, causing us to examine whether social franchises can learn from the business literature. In this systematic review of studies of sustainability in organisations from the business and public health sector, we aim to fi nd common themes and lessons that are applicable to social franchising.Background Social franchising programmes are fi nanced mostly by international donor agencies; however, because such funding lacks certainty in the long term, social franchises need to think about how to continue provision of services for their targeted populations. Corporate management analysts argue that for-profi t companies face a similar challenge of uncertain funds, causing us to examine whether social franchises can learn from the business literature. In this systematic review of studies of sustainability in organisations from the business and public health sector, we aim to fi nd common themes and lessons that are applicable to social franchising. Methods We included english-language articles from the Business Source Complete Database of the University of California, San Francisco, USA, and from PubMed, without any time restrictions, that hypothesised a cause or a clearly defi ned driver of sustainability. From the included studies, we compiled a list of the defi nitions of sustainability that we subsequently categorised into focus themes. Findings Our search yielded 1255, articles from which 26 met inclusion criteria. We found 13 sustainability defi nitions and categorised these into four groups: (1) fi nancial/operational independence; (2) mission and social value creation; (3) ensuring resources for future generations; and (4) adaptability. We also identifi ed sustainability themes across articles. 21 articles addressed adaptability, nine of which emphasised learning as important for sustainability. The concept of the environment appeared in 15 articles. Other themes were organisational structure (ten articles), mission/social value creation (nine articles), organisational culture (eight articles), and monitoring and metrics (nine articles). Surprisingly, the least identifi ed theme was fi nancial viability (four articles). Interpretation The lesson from the studies of business and social service provision is that institutional sustainability relies, to a great extent, on an organisation’s adaptability, internal systems for learning, and ongoing awareness of its larger environment. The analytic studies included in our search echo the fi ndings of the corporate management literature, confi rming the importance of leadership, organisational mission, and value creation to society when predicting sustainability. These process-focused predictors of institutional sustainability have not, until now, been reviewed in social franchising programmes, but may merit more research and attention in the future.