Under construction: how managerial cognition shapes sustainable transition pathways

Purpose As concerns over climate change and social inequality intensify, firms are increasingly transitioning toward sustainable business models. However, the fragmented nature of the literature limits our understanding of how sustainable transition pathways are constructed. This paper aims to examine how managerial cognition, particularly managers’ cognitive frames and their underlying content, influences the construction and efficacy of sustainable transition pathways. Design/methodology/approach An integrative literature review of 184 studies was conducted using thematic analysis and dialectical interrogation. Findings Sustainable transition pathways emerge through repeated interventions, shaped by the cognitive frames managers use to guide their decision-making. The authors identify four managerial orientations toward sustainability: business-as-usual, instrumental, transition and transformation, each underpinned by distinct assumptions, values and priorities. These orientations influence how managers conceptualize sustainability, set objectives, operationalize interventions and define value. By integrating these insights, the authors theorize how differences in cognitive content explain variations in the construction and efficacy of sustainable transition pathways. Originality/value This study uncovers the overlooked role of managerial cognition in shaping sustainable transition pathways by synthesizing the fragmented literature. By identifying differences in cognitive content, the authors develop a conceptual framework of managerial orientations toward sustainability. This framework advances the understanding of how managers construct sustainable transition pathways, explaining why similar interventions can lead to divergent sustainability outcomes. Lastly, this paper offers conceptual insights that can help managers reflect on how to construct more effective sustainable transition pathways.