Klettner等人(2014)的工作强调了组织如何关注可持续性的治理过程和结构，在这样的背景下，管理者正在努力促进道德和社会责任。研究由Klettner et al .(2014)在澳大利亚公司进行。对50家上市公司的实证分析显示，这些公司披露了它们的年度可持续发展实践，以及它们在提高道德和可持续性方面所采取的积极步骤。事实上，公司已经把它们作为商业活动的核心部分。任何核心业务结构都将涉及管理层和员工，正如Klettner et al(2014)所述，领导结构参与了可持续发展战略的发展，读者可以理解，管理必须经过修改或授权。在任何工作场所，期望高层管理人员指导员工和其他人以激励他们更新政策是合理的，事实上，新政策可能不会与高级管理层一起制定。因此，作者为可持续性政策的采用和实施提供的证据工作似乎已经完成了类似的咨询和领导策略。
The work of Klettner et al. (2014) highlighted how organizations are focused on governance processes and structures of sustainability and in such context, the managers are working towards promoting ethics and social responsibility. Study was conducted by Klettner et al. (2014) on Australian companies. An empirical analysis of fifty listed companies reveals that the companies disclosed their annual sustainability practices and the active steps they took towards enhancing ethics and sustainability. In fact, companies had made them a core part of their business activities. Any core business structure would involve the management and the employees, and as Klettner et al (2014) stated, leadership structures were involved in the sustainability strategy development, the reader can understand that management must have been revamped or empowered accordingly. In any workplace, it is reasonable to expect the senior management to guide the employees and others in order to motivate them towards newer policies, and in fact newer policies might not be formulated with consulting the senior management. Therefore, the evidentiary work provided by the author for sustainability policy adoption and implementation seems to have been done with similar consultation and leadership strategies.