• Synthesis

• External Shocks
• Spillovers

• Reconciling stakeholder interests
• Reshaping organizational forms
• Shared responsibility and sustainable cooperation

The path towards corporate sustainability requires progressive organizational change. However, how should we understand the nature and dynamics of this change? Until now, in the literature, Corporate Sustainability Maturity Models (CSMMs) have provided the most comprehensive answer to this question. According to these models, business organizations should tackle grand challenges by evolving through distinct stages of development towards a particular ideal end stage. In this article, we argue that this approach to sustainability maturity by CSMMs is built upon a problematic epistemology of problems. More specifically, we claim that CSMMs presuppose externally-defined, objective-static problem descriptions that fail to take into account the evolving, dynamic character of corporate sustainability problems and solutions. By adopting a Deweyan pragmatist perspective, we offer a more dynamic approach to sustainability maturity that focuses on the co- evolution of organizational problem descriptions and problem-solving as an iterative, open-ended process of change. We conclude by discussing our contributions to research on corporate sustainability and organizational change and maturity.

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