Striving for sustainable development by combating climate change and creating a more social world is one of the most pressing issues of our time. Growing legal requirements and customer expectations require also Mittelstand firms to address sustainability issues such as climate change. This dissertation contributes to a better understanding of sustainability in the Mittelstand context by examining different Mittelstand actors and the three dimensions of sustainability - social, economic, and environmental sustainability - in four quantitative studies. The first two studies focus on the social relevance and economic performance of hidden champions, a niche market leading subgroup of Mittelstand firms. At the regional level, the impact of 1,645 hidden champions located in Germany on various dimensions of regional development is examined. A higher concentration of hidden champions has a positive effect on regional employment, median income, and patents. At the firm level, analyses of a panel dataset of 4,677 German manufacturing firms, including 617 hidden champions, show that the latter have a higher return on assets than other Mittelstand firms. The following two chapters deal with environmental strategies and thus contribute to the exploration of the environmental dimension of sustainability. First, the consideration of climate aspects in investment decisions is compared using survey data from 468 European venture capital and private equity investors. While private equity firms respond to external stakeholders and portfolio performance and pursue an active ownership strategy, venture capital firms are motivated by product differentiation and make impact investments. Finally, based on survey data from 443 medium-sized manufacturing firms in Germany, 54% of which are family-owned, the impact of stakeholder pressures on their decarbonization strategies is analyzed. A distinction is made between symbolic (compensation of CO₂-emissions) and substantive decarbonization strategies (reduction of CO₂-emissions). Stakeholder pressures lead to a proactive pursuit of decarbonization strategies, with internal and external stakeholders varying in their influence on symbolic and substantial decarbonization strategies, and the relationship influenced by family ownership.