Hospitals play a central role in promoting health and well-being, yet they are also among the most resource-intensive institutions, contributing significantly to environmental degradation through high energy and water consumption, extensive waste generation, and reliance on single-use materials. This conceptual paper explores how principles of the circular economy and green economy can be integrated into hospital operations through a strategic Corporate Social Responsibility (CSR) framework, reframing sustainability as a strategic management issue rather than a compliance-driven activity. Drawing on environmental economics, sustainability studies, and institutional theory, the paper develops an integrated conceptual model structured around the environmental, social, and economic pillars of sustainability. Within this framework, four interconnected operational domains are identified: waste management and circular practices, energy consumption and renewable integration, sustainable procurement and circular supply chains, and economic and policy incentives. The social dimension explicitly encompasses healthcare staff and patients, addressing issues of workforce well-being, health education, safety, quality of life, and equitable care delivery. This advances theory by positioning strategic CSR as a function of circular and green economy, yielding a new model for hospitals, S-CSR = f(CE, GE). The paper also examines institutional and cultural barriers that constrain sustainability implementation and highlights the role of strategic leadership, governance, and system-wide innovation in overcoming these challenges. While not empirical, the study provides a theoretical foundation to inform future research, policy development, and strategic decision-making aimed at advancing sustainable, low-carbon, and resilient healthcare systems.
Tomaselli et al. (Mon,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: