International Research Journal of Education and Technology

Purpose: This study abstracts Sustainability Risk Management (SRM) as a strategic driver of long‑term business flexibility. Despite growing recognition of sustainability risks linked to environmental, social and governance (ESG) factors, research that positions SRM as an instrument for augmenting organizational adaptability and flexibility remains limited. This paper develops an integrative framework showing how SRM enables strategic dexterity, operational flexibility, stakeholder legitimacy and financial heftiness which collectively increases business flexibility.

Approach: A systematic review of interdisciplinary literature on risk management, sustainability and dynamic competences reinforces the conceptual model. The paper proposes the statements to guide future empirical research.

Findings: The analysis discloses that SRM promotes long‑term flexibility by analysing ESG risk assessment with strategic decision‑making and resource allocation. It creates conceptual linkages between SRM practices and outcomes such as adaptive capacity, market responsiveness and organizational learning.

Implications: The framework prepares a basis for researchers to empirically inspect the role of SRM in increasing flexibility and for specialists to incorporate sustainability risk into strategic risk systems.

Value: The study contributes theory by outlining SRM as a driver, not merely a mitigator of long‑term business flexibility and flexibility.

Key Words: Sustainability Risk Management (SRM), Environmental, Social and Governance (ESG), Business Flexibility, ESG Risks, Dynamic Capabilities, Organizational Flexibility.