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Operations management requires models, methods and tools that integrate both sustainability and operational excellence to support organizations in implementing long‐term sustainability. The purpose of this research is to provide a strategy deployment framework integrating both corporate sustainability and operational excellence. The research approach includes an explorative literature review, providing a background on operational excellence, sustainability, and hoshin kanri, a special form of strategy deployment. Comprehensive frameworks for both strategy deployment (hoshin kanri) and sustainability (Framework for Strategic Sustainable Development) were used as a foundation and adapted towards a strategy deployment framework linking sustainability with operational excellence. This was done by integrating both frameworks and by including operational excellence enablers. The resulting framework illustrates how strategic sustainability goals can be aligned and deployed within businesses. This research contributes towards supporting corporations in their efforts in becoming sustainable businesses and serves as a theoretical base for future research. [ABSTRACT FROM AUTHOR]

Interorganizational collaboration and the use of new digital technologies, such as artificial intelligence (AI), big data analytics, internet of things (IoT), or blockchain technology, are regarded as key enablers in implementing sustainability and circular economy‐oriented practices. While this is reflected in a few conceptual and case studies, statistical analyses on the topic are rare. No study so far has focused on collaboration, and digital technologies have only been studied in isolation. Therefore, the purpose of this study is to investigate the effect of interorganizational collaboration practices on a firm's circular economy practices and on outcomes (sustainability performance and economic performance), as well as the potentially facilitative role of new digital technologies on both. The research is based on a deductive approach, using a random sample of 112 Austrian manufacturing companies. The study employs partial least squares structural equation modeling (PLS‐SEM), features a multiple‐respondent design, and uses the dynamic capabilities view as a theoretical foundation. The study finds that interorganizational collaboration practices have a strong positive effect on the implementation of sustainability and CE practices, while the use of new digital technologies and general dynamic capabilities do not. The use of digital technologies positively affects only interorganizational collaboration, while general dynamic capabilities serve as an antecedent for both the use of digital technologies and interorganizational collaboration. Regarding the outcomes of CE implementation, the study finds a positive impact on firm‐level sustainability and economic performance. From a theoretical point of view, the study provides a new perspective on the prerequisites for successful CE implementation, highlights the importance of collaboration, and contextualizes the role of new digital technologies and dynamic capabilities. From a practical point of view, based on the positive outcomes found, the study supports arguments in favor of company engagement in CE activity. It also serves to motivate purposive digitization and systems thinking in order to create efficient CE collaboration networks. [ABSTRACT FROM AUTHOR]