The aim of the three scientific articles in this dissertation is to extend knowledge about the roles of different stakeholders for sustainable value creation. In article 1, I focused on various effects of the top management team (TMT)'s diversity on two dimensions of the CSP: the environmental and the social dimensions. The study in article 2 concerns the consequences of corporate wrongdoing on TMT composition. In article 3, I present the tensions inherent in joint value creation and the subsequent need for dynamic decision-making in order to integrate an exclusive and an inclusive approach to stakeholder management so as to foster sustainability.