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In a global landscape characterized by environmental urgency (Wildemeersch, Håkansson & Læssøe, 2023), enduring social disparities (Missimer & Mesquita, 2022), and increasing demands for responsible governance (Al Rawaf & Alfalih, 2023), sustainability has emerged as a structural framework for businesses (Sandberg, Alnoor & Tiberius, 2023; Gadomska‐Lila, Sudolska & Łapińska, 2024). This significant paradigm shift isn't just a trend; it actively challenges traditional approaches to managing inter-firm relationships (Dominidiato, Guercini & Tunisini, 2025), particularly within subcontracting practices (Liu & Tang, 2024; Li, Sun, Han & Zhang, 2025). As global sustainability challenges intensify, the transition toward environmentally conscious business models is no longer an option but a necessity (Schaltegger & Wagner, 2011). Cost reduction and resource optimization have long driven subcontracting (Hosseinian & Jaberi, 2025; Olanrewaju, Bong & Preece, 2022). Now, however, it's being compelled to embrace more sustainable dynamics, integrating crucial ethical, social, and environmental considerations (Akbari, 2024; Ventura, 2021).
This paper delves into the implications of this transition to sustainability for subcontracting relationships, specifically highlighting both the inherent tensions and the valuable opportunities it presents. On the one hand, principals exert increasing pressure on their subcontractors to align their practices with sustainable performance criteria, without always providing them with the necessary resources, time, or support for this transformation (Asbeetah, Alzubi, Khadem & Iyiola, 2025). On the other hand, certain subcontracting small and medium-sized enterprises (SMEs) are seizing these new requirements as a lever for innovation and strategic repositioning by adopting eco-innovative practices or integrating corporate social responsibility initiatives (Passaro, Quinto, Scandurra & Thomas, 2023).
Through a critical review of the literature and data from interviews conducted as part of our doctoral research, this paper highlights the complexity of the organizational adjustments induced by sustainability. It specifically examines the structural asymmetry between principals and subcontractors, the role of institutional incentives, and the coordination and learning mechanisms that can foster the emergence of more balanced and sustainable partnership relationships. Ultimately, we offer a renewed interpretation of subcontracting relationships through the lens of sustainability challenges, emphasizing the need for systemic change supported by public policies, responsible corporate strategies, and collaborative mechanisms promoting long-term value co-creation. This work opens avenues for a more inclusive and resilient governance of subcontracting chains, particularly in contexts where SMEs face significant structural constraints, as is the case in Morocco.
