This paper examines how risk governance architecture shapes interactions between artificial intelligence (AI) and environmental, social, and governance (ESG)-oriented sustainability policies in the banking industry. Most current research treats AI as a technological capability that directly affects ESG performance, yet little is known about the governance systems that produce these outcomes. Using PRISMA-guided SLR procedures, we selected 20 studies from 248 initial records identified in the Scopus and Web of Science databases that met the inclusion criteria and conducted a thematic synthesis. The results show that AI is primarily used in ESG disclosure and reporting, credit risk assessment, climate risk analytics, sustainable finance, and responsible AI governance. The literature remains dispersed across theoretical stances, including the resource-based view, stakeholder theory, institutional theory, legitimacy theory, and AI governance literature. Previous research has largely ignored the governance mechanisms that enable successful implementation, focusing instead on the direct implications of AI adoption for ESG-related outcomes. The study proposes an AI–ESG risk governance integrative framework to address this gap. This framework places risk governance architecture at the center of the relationship among AI capabilities, institutional pressures, stakeholder expectations, and ESG-oriented sustainability outcomes. The approach views AI as a strategic capacity integrated into enterprise-wide risk governance systems rather than merely a technical or compliance tool. The results indicate that strong governance arrangements, such as model governance, accountability frameworks, board supervision, and alignment with organizational risk appetite, are necessary for successfully deploying AI-enabled ESG. By offering an integrative theoretical framework and practical insights for banking organizations seeking to improve sustainability performance and long-term resilience through responsible AI use, this study contributes to the growing body of AI-ESG literature.
Rini Marlina, Rosa Christiana Esti Noor Sumaryanti, Poltak Maruli John Liberty Hutagaol· Asian Management and Busines...· 0 citations
Digital transformation in the public sector is a complex and multidimensional change process in which leadership plays a central yet insufficiently mapped role in the literature. This study aims to systematically review the literature on leadership in public sector digital transformation to identify dominant leadership roles, success factors, and barriers. Using a Systematic Literature Review (SLR) approach based on the Scopus database with PRISMA selection flow, this study examined 33 articles from 398 initial records published between 2015 and 2025. Bibliometric analysis was conducted using VOSviewer to map research trends and clusters. The results reveal three main findings: (1) transformational, digital, and strategic leadership are the most dominant roles, forming a complementary triad model; (2) organizational culture, digital capability, and stakeholder engagement are the key determinants of transformation success; and (3) institutional-bureaucratic barriers, leadership capability gaps, and human resource resistance are the most critical challenges. This study concludes that the success of digital transformation in the public sector is not determined by technology investment alone, but by leadership maturity that integrates strategic vision, organizational agility, and public value simultaneously.
Teuku Riefky Harsya, Rian Firmansyah, Tumpal Raines Napitupulu et al.· Greenation International Jou...· 0 citations
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