Purpose Despite widespread corporate commitments to Environmental, Social and Governance (ESG) principles, many firms struggle to translate ESG intent into consistent strategic execution and measurable outcomes. This study aims to address the gap between ESG commitment and implementation by examining how ESG is operationalized within firms rather than treated as a disclosure or symbolic exercise. Design/methodology/approach The study uses a comparative qualitative case study of five large Korean multinational enterprises across diverse industrial sectors. Using publicly disclosed ESG and financial data, the analysis traces how ESG commitments are translated into strategic priorities, resource allocations, operational activities and performance outcomes through cross-case synthesis. Findings The findings show that effective ESG performance depends on aligning strategic intent, governance coordination and operational execution. Firms that embed ESG into governance structures, define clear metrics and allocate targeted resources achieve more coherent outcomes – particularly in environmental and governance domains – whereas firms with fragmented governance and ambiguous priorities experience uneven execution, especially across social dimensions. Practical implications ESG integration is most effective when embedded in core operations – such as circular design, emissions management and low-carbon innovation – and supported by governance mechanisms that enhance transparency, accountability, stakeholder trust and context-sensitive frameworks emphasizing execution over symbolic compliance. Originality/value This study reframes ESG as a firm-level implementation capability shaped by governance coordination and operational discipline rather than a reporting or compliance exercise. By focusing on Korean multinational enterprises, it extends ESG scholarships beyond Western-centric contexts and highlights how institutional and industrial structures shape ESG execution.
Park et al. (2026) studied this question.