Systemic integration vs. reputation-driven adaptation in sustainable luxury fashion: a comparative multi-case analysis of integration models

Purpose: The study examines how leading luxury fashion brands interpret, implement and communicate sustainability, comparing two models of systemic integration with two cases of reactive, reputation-driven adaptation. The objective is to identify the strategic, organisational and communicative mechanisms that distinguish authentic sustainability from symbolic or partial. Methodology: The research adopts a qualitative multi-case design based on theoretical sampling. Four cases are analysed through a shared analytical framework consisting of sustainable innovation, supply chain management, sustainable supply chain strategy, and sustainability communication. Data triangulation draws on non-financial information. Findings: The analysis reveals two divergent trajectories. Gucci and Stella McCartney achieve deep integration of sustainability in materials, design, supply chain governance and communication. Burberry and Prada show partial alignment, with initiatives often triggered by institutional pressures, reputational concerns or compliance requirements. Managerial implications: The findings suggest that sustainability in the luxury fashion industry generates competitive advantage only when there is strong alignment between strategy, operations and communication. Research limitations: The study is based on a limited number of case studies and relies on secondary data sources, which may reflect managerial bias. Originality: The study demonstrates that sustainable luxury evolves through capability-based, path-dependent learning rather than through uniform convergence. It contributes a comparative framework linking innovation, governance and communication to the maturity of sustainability integration.