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Journal articles on the topic 'Organizational sustainability'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

Rahman, Hakikur. "Organizational Sustainability." International Journal of Business Intelligence Research 5, no. 2 (April 2014): 17–38. http://dx.doi.org/10.4018/ijbir.2014040102.

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An organization with its capacity to endure, add value and promote value chain could be seen as a sustainable organization. Sustainability could be in the form of short-medium-and-long term effect to an entity. To an organization, in this global economic crisis and increased competition, long term sustainability means to be able to compete, gain margin, and add knowledge, notwithstanding mere survival. Through the utilization of the information and communication technology, organizations are now can adopt various business techniques to tackle or minimize risks, reduce costs, and make profit. Among many such techniques, this particular research looks into the aspects of agility within organizations that may lead to sustained business platform. This paper tries to argue that an organization with this characteristic, in the longer run, can lead to sustainability and elevate the business intelligence. In discourse, through a vertical literature review, this study has tried to construct a framework of sustainability with this aspect of an organization and thereby proposed a business model for ideation and future implementation. The research intends to add values to operational capability of an organization, especially considering challenging situations, such as lack of awareness, low financial capability, and high risk of investment within the social and organizational eco-systems.

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2

Sueldo, Mariana. "The impact of integrated organizational communication on organizational sustainability." Management of Organizations: Systematic Research 75 (2016): 121–40. http://dx.doi.org/10.7220/mosr.2335.8750.2016.75.9.

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3

Vestal, Katherine. "Ensuring organizational sustainability." Nurse Leader 3, no. 3 (June 2005): 10–11. http://dx.doi.org/10.1016/j.mnl.2005.04.002.

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4

Sengupta, Dr Mousumi, and Dr Nilanjan Sengupta. "Organizational Innovation: Imperative for Business Sustainability." Indian Journal of Applied Research 3, no. 12 (October 1, 2011): 307–9. http://dx.doi.org/10.15373/2249555x/dec2013/92.

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5

Rahman, Mostafizur, Dr Sazali Abd Wahab, and Dr Ahmad Shaharudin Abdul Latiff. "Definitions and Concepts of Organizational Sustainability." Society & Sustainability 4, no. 2 (December 21, 2022): 21–32. http://dx.doi.org/10.38157/ss.v4i2.496.

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This research paper provides a comprehensive literature review that thoroughly examines the definitions and different concepts of organizational sustainability. This paper also looks at how research gaps are addressed in the literature with a particular emphasis on issues of organizational sustainability. Overall, organizational sustainability, including issues and aspects related to sustainability, is discussed. Individual authors provide their perspectives on various aspects of organizational sustainability from their field research, case analysis, and creative search. It also includes a greater knowledge of how real economic activity concerns and political dynamics can inhibit decision-making related to operational or practical sustainability. Several sustainability viewpoints from around the world have provided a genuine mechanism for organizations to increase their financial success while minimizing their impact on the environment and society. This study urges that knowing an organization's ability to change and self-regulate on critical issues for long-term sustainability can help solve the socio-ecological dilemma. This study shows how firms approach sustainability and what fundamental issues still need to be resolved. The research has provided novel and unusual insights into the factors contributing to organizational sustainability. Additional value is generated by estimating progress toward the idea of organizational sustainability, identifying impediments, and analyzing various real-world examples of measures to enhance advancement toward that concept.

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6

De Matos, João Amaro, and Stewart R. Clegg. "Sustainability and Organizational Change." Journal of Change Management 13, no. 4 (December 2013): 382–86. http://dx.doi.org/10.1080/14697017.2013.851912.

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7

Mohrman, Susan Albers, and Christopher G. Worley. "The organizational sustainability journey:." Organizational Dynamics 39, no. 4 (October 2010): 289–94. http://dx.doi.org/10.1016/j.orgdyn.2010.07.008.

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8

Smith, Peter A. C. "Elements of organizational sustainability." Learning Organization 18, no. 1 (January 11, 2011): 5–9. http://dx.doi.org/10.1108/09696471111095957.

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9

Munck, Luciano, and Maria Fernanda Tomiotto. "Sustainability in organizational context." Revista de Gestão 26, no. 1 (January 21, 2019): 22–38. http://dx.doi.org/10.1108/rege-03-2018-0040.

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Purpose Discussions about sustainability in the organizational context present a blind spot. It appears when we ask if a company recognized as sustainable, keep what it means compatible with corporate sustainability premises and its values on the strategic decision process. In this context, the purpose of this paper is, on the light of sensemaking and the decision-making theory, to reflect on possible divergences between meanings attributed to sustainability, available on official documents, and the meanings identified in current actions and narratives related to sustainability goals in the researched organization. Design/methodology/approach The research adopted a qualitative approach, characterized as descriptive, using as methods narrative analysis and documentary research, that were carried out from sensemaking theory. Findings It was identified coherence between strategic statements and present sustainable actions. However, in view of theoretical reference used, it was identified an imprecision in sustainability perspectives of decision making. Inconsistency tends to promote internal resistance, difficulty to commit to all areas and prejudice long-term results. Research limitations/implications Future studies should compare the decision-making meaning attributed to sustainability in companies of different market segments. Practical implications The studied case shed light on the importance of managers having at their disposal a map that relates strategic objectives and actions aimed at sustainability. The lack of this compromises the organizational results focused on corporate sustainability. Originality/value The understanding of the meanings attributed gives rise to perceptions of possible and relevant flaws in the alignment between the discourse and the practice of sustainability, supporting possibilities of the fine adjustments in strategic decision making.

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10

Thomas, Tom E., and Eric Lamm. "Legitimacy and Organizational Sustainability." Journal of Business Ethics 110, no. 2 (August 21, 2012): 191–203. http://dx.doi.org/10.1007/s10551-012-1421-4.

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11

Smith, Peter A. C. "The importance of organizational learning for organizational sustainability." Learning Organization 19, no. 1 (January 6, 2012): 4–10. http://dx.doi.org/10.1108/09696471211199285.

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12

Shvindina, Hanna. "Organizational changes: new challenges in search for sustainability." Environmental Economics 8, no. 4 (December 14, 2017): 80–86. http://dx.doi.org/10.21511/ee.08(4).2017.10.

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The paper aims to review the dominating literature and recent findings on organizational changes and sustainability strategy. The studies in the spheres of strategic management and organizational theories have common conceptual base but different approaches to the key definitions identification. Sustainability age had transformed the perception of the best practices in markets, the winners in 80-ties were focused on costs leadership, today it is urgent to offer differentiated product that is sustainability-oriented. The studies in sphere of strategic management, organizational theories and social development theories were analyzed to accumulate the knowledge about the sources and content of organizational changes towards sustainability. Two types of barriers to transformation towards sustainability were analyzed through data comparison and previous findings accumulation and generalization. General recommendations for sustainable innovations creation are offered.

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13

Pennington, Lenore K., and Elizabeth More. "Culture's Role in Organizational Sustainability." Academy of Management Proceedings 2016, no. 1 (January 2016): 15415. http://dx.doi.org/10.5465/ambpp.2016.15415abstract.

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14

Saeed, Bilal Bin, and Wenbin Wang. "Sustainability Embedded Organizational Diagnostic Model." Modern Economy 05, no. 04 (2014): 424–31. http://dx.doi.org/10.4236/me.2014.54041.

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15

Magill, Matthew S., Paul R. Yost, Bryn Chighizola, and Alice Stark. "Organizational climate for climate sustainability." Consulting Psychology Journal: Practice and Research 72, no. 3 (September 2020): 198–222. http://dx.doi.org/10.1037/cpb0000163.

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16

Linnenluecke, Martina K., and Andrew Griffiths. "Corporate sustainability and organizational culture." Journal of World Business 45, no. 4 (October 2010): 357–66. http://dx.doi.org/10.1016/j.jwb.2009.08.006.

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17

Pojasek, Robert B. "Understanding sustainability: An organizational perspective." Environmental Quality Management 21, no. 3 (March 2012): 93–100. http://dx.doi.org/10.1002/tqem.20330.

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18

Vargas-Hernández, José G. "Sustainable Organizational Development." International Journal of Environmental Sustainability and Green Technologies 13, no. 1 (January 2022): 1–19. http://dx.doi.org/10.4018/ijesgt.289034.

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This study is aimed to analyze the various features and elements related to strategic organizational sustainability. The analysis departs from the assumption that traditional organizations must face a lot of challenges posed by the new global economy context confronting contradictory patterns of globalization and des-globalization processes. To create the new conditions for the organizations not only to survive but to succeed, it is proposed a new model based on designing and implementing strategic organizational sustainability, abandoning the narrow focus on economic growth and profits to embrace the social inclusion and equity as well as the environmental sustainability issues. Keywords: Economic growth, Organizational sustainability, organizations, social inclusion, strategy, sustainability.

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19

Sarmawa, I. Wayan Gde, Anak Agung Dwi Widyani, Ida Ayu Putu Widani Sugianingrat, and Ida Ayu Oka Martini. "Ethical entrepreneurial leadership and organizational trust for organizational sustainability." Cogent Business & Management 7, no. 1 (January 1, 2020): 1818368. http://dx.doi.org/10.1080/23311975.2020.1818368.

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20

Nawaz, Waqas. "Organizational Sustainability Cognition and Its Relationship with Sustainability Performance." Academy of Management Proceedings 2021, no. 1 (August 2021): 12832. http://dx.doi.org/10.5465/ambpp.2021.12832abstract.

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21

Naser A.N. Alharthi, Mohsin, Gamal S. A. Khalifa, Ali Ameen, Ahmed Hamoud Al-Shibamid, and Osama Issac. "Driving Strategic Leadership and Organizational Learning Culture towards Organizational Sustainability." Journal of Engineering and Applied Sciences 15, no. 5 (December 10, 2019): 1190–204. http://dx.doi.org/10.36478/jeasci.2020.1190.1204.

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22

Davis, Elizabeth, Kathryn E. Newcomer, Janet K. Tinoco, and Dane D'Allesandro. "Mutual Organizational Sustainability: Organizational Interdependence in the New Public Service." Academy of Management Proceedings 2012, no. 1 (July 2012): 15014. http://dx.doi.org/10.5465/ambpp.2012.15014abstract.

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23

Fietz, Bernhard, and Edeltraud Günther. "Changing Organizational Culture to Establish Sustainability." Controlling & Management Review 65, no. 3 (April 2021): 32–40. http://dx.doi.org/10.1007/s12176-021-0379-4.

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24

Lewis, David. "NGOs, Organizational Culture, and Institutional Sustainability." ANNALS of the American Academy of Political and Social Science 590, no. 1 (November 2003): 212–26. http://dx.doi.org/10.1177/0002716203256904.

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25

Wals, Arjen E. J., and Lisa Schwarzin. "Fostering organizational sustainability through dialogic interaction." Learning Organization 19, no. 1 (January 6, 2012): 11–27. http://dx.doi.org/10.1108/09696471211190338.

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26

Pluye, P. "Program sustainability: focus on organizational routines." Health Promotion International 19, no. 4 (November 9, 2004): 489–500. http://dx.doi.org/10.1093/heapro/dah411.

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27

Sroufe, Robert. "Integration and organizational change towards sustainability." Journal of Cleaner Production 162 (September 2017): 315–29. http://dx.doi.org/10.1016/j.jclepro.2017.05.180.

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28

Thompson, James P., and Steven Cavaleri. "Dynamic Knowledge, Organizational Growth, and Sustainability." International Studies of Management & Organization 40, no. 3 (October 2010): 50–60. http://dx.doi.org/10.2753/imo0020-8825400303.

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29

Khumyat, Piyawan, Karun Pratoom, and Pakorn Sujchaphong. "ORGANIZATIONAL RENEWAL CAPABILITY AND FIRM SUSTAINABILITY." Journal of International Business and Economics 14, no. 4 (October 1, 2014): 79–94. http://dx.doi.org/10.18374/jibe-14-4.5.

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30

Fenwick, Tara. "Developing organizational practices of ecological sustainability." Leadership & Organization Development Journal 28, no. 7 (September 25, 2007): 632–45. http://dx.doi.org/10.1108/01437730710823888.

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31

Henning, Pamela Buckle, and Graham K. Henning. "Organizational Sustainability and Systemic Boundary Processes." Journal of Organisational Transformation & Social Change 10, no. 2 (July 2013): 104–23. http://dx.doi.org/10.1179/1477963313z.00000000012.

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32

Wikström, Per-Arne. "Sustainability and organizational activities - three approaches." Sustainable Development 18, no. 2 (March 2010): 99–107. http://dx.doi.org/10.1002/sd.449.

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33

Bang, Wonseok, and Donghwan Cho. "Exploring Organizational Sustainability through Entrepreneurial Marketing." Journal of Internet Electronic Commerce Resarch 22, no. 6 (December 31, 2022): 93–109. http://dx.doi.org/10.37272/jiecr.2022.12.22.6.93.

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34

Moldavanova, Alisa, and Holly T. Goerdel. "Understanding the puzzle of organizational sustainability: toward a conceptual framework of organizational social connectedness and sustainability." Public Management Review 20, no. 1 (March 2017): 55–81. http://dx.doi.org/10.1080/14719037.2017.1293141.

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35

Kantabutra, Sooksan. "Exploring Relationships among Sustainability Organizational Culture Components at a Leading Asian Industrial Conglomerate." Sustainability 13, no. 4 (February 5, 2021): 1733. http://dx.doi.org/10.3390/su13041733.

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Although it is well recognized that organizational culture is important for ensuring corporate sustainability, most existing models on an organizational culture do not have a sustainability-oriented organizational culture. While a few models about sustainability organizational culture are available, they focus on a particular aspect of the sustainability organizational culture (e.g., strategy, practice). To fill in the gap in the literature, the present study aims at developing a sustainability organizational culture model. It identifies components of a sustainability organizational culture, develops an Integrated Sustainability Organizational Culture model, and explores the model by adopting the case study approach, mixed data collection methods, and the working analytical framework. As an empirical contribution, findings indicate that, through a widely shared organizational culture, the sustainability organizational vision and values drive emotionally committed organizational members to perform corporate sustainability practices that lead to enhanced Triple Bottom Line outputs, satisfied stakeholders, and brand equity. As a theoretical contribution, the empirically endorsed Integrated Sustainability Organizational Culture model provides directions for further theoretical development. Managerial implications are discussed.

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36

sharma, Dr Abhishek. "Sustainability and Quality in Healthcare System: Organizational Structure-Process Approach." Indian Journal of Applied Research 3, no. 12 (October 1, 2011): 345–47. http://dx.doi.org/10.15373/2249555x/dec2013/104.

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37

Shah-Nelson, Clark, Ellen A. Mayo, and Patience Ebuwei. "Capacity-Building for Sustainability." International Journal of Technology-Enabled Student Support Services 10, no. 1 (January 2020): 40–54. http://dx.doi.org/10.4018/ijtesss.20200101.oa1.

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An American K-12 cooperative educational services provider (“The Agency”) has an issue: partner school districts are saving money by building internal capacity for professional development, rather than fully utilizing expertise from the Agency. The aim of this evidence-based case study is to inform the Agency on capacity-building for innovation. The researchers performed three separate rapid evidence assessments, followed by a standard systematic review process to synthesize findings across 31 studies. Key findings identified from the research include (1) organizational capacity and program evaluation lead to organizational sustainability, (2) agency leadership should guide strategic organizational change in order to establish a shared vision for evaluation and feedback, and (3) organizations benefit from practicing continuous and ongoing learning through feedback loops. The findings of this study may be generalizable to other similar educational service providers or non-profits looking to strengthen organizational capacity and partnerships.

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38

Fatima, Mehreen, Zeeshan Izhar, and Zaheer Abbas Kazmi. "Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment." SEISENSE Journal of Management 3, no. 3 (April 18, 2020): 12–22. http://dx.doi.org/10.33215/sjom.v3i3.334.

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Purpose- The primary purpose of the study is to determine the impact of organizational justice (OJ) on employee sustainability. Along with that, it also describes how organizational commitment mediates this direct relationship. This study includes all dimensions of OJ which are distributive, procedural and interactional (interpersonal & informational) within the context of a developing country (Pakistan). Design/Methodology- This study has considered employees working in the banking sector of Pakistan. Two hundred ten questionnaires were received back from employees. Regression analysis was used to analyze direct relationships between variables, while smart partial least squares (PLS) were used for mediation analysis. Findings- Results demonstrated that all hypothesis were accepted and it was also confirmed that organizational commitment (OC) mediates the direct relationship between OJ and employee sustainability (ES). Originality/value- Multidimensional construct of organizational justice was tested in this study, in the context of a developing country (Pakistan), to address the research gap.

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Lee, Ki-Hoon, and Stefan Schaltegger. "Organizational transformation and higher sustainability management education." International Journal of Sustainability in Higher Education 15, no. 4 (August 26, 2014): 450–72. http://dx.doi.org/10.1108/ijshe-06-2013-0067.

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Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.

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Rodriguez, Rocio, Göran Svensson, and David Eriksson. "Organizational positioning and planning of sustainability initiatives." International Journal of Public Sector Management 31, no. 7 (October 8, 2018): 755–74. http://dx.doi.org/10.1108/ijpsm-05-2017-0142.

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Purpose The purpose of this paper is to examine the logic and differentiators of organizational positioning and planning of sustainability initiatives between private and public organizations in the healthcare industry. Sustainability initiatives refer to organizations’ economic, social and environmental actions. Design/methodology/approach This study is based on an inductive approach judgmental sampling and in-depth interviews of executives at private and public hospitals in Spain have been used. Data were collected from the directors of communication at private hospitals, and from the executive in charge of corporate social responsibility in public hospitals. An empirical discourse analysis is used. Findings The positioning and planning of sustainability initiatives differs between private and public hospitals. The former consider sustainability as an option that is required mainly for social reasons, a bottom-up positioning and planning. It emerges merely spontaneously within the organization, while the sustainability initiatives in public hospitals are compulsory. They are imposed by the healthcare system within which the public hospital, operates and constitutes a top-down positioning and planning that is structured to accomplish set sustainability goals. Research limitations/implications A limitation of this study is that it is undertaken exclusively in Spanish organizations from one industry. This study differs from previous ones in terms of exploring the positioning and planning of the sustainability initiatives, which focus on the organizational logic of such sustainability initiatives. There are both common denominators and differentiators between private and public hospitals. Practical implications The logic of determining the positioning and planning of the sustainability initiatives is mainly about satisfying organizational needs and societal demands. Nowadays, organizations tend to engage in sustainability initiatives, so it is essential to understand the logic of how organizations position and plan such efforts. Originality/value This study investigates the path that follows sustainability initiatives in public and private organizations. It reports mainly differentiators between private and public organizations. It also contributes to explaining the organizational reasoning as to why companies make decisions about sustainability initiatives, an issue which has not been addressed sufficiently in existing theory studies.

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Gyeong Mook Kim. "Institutionalization and Organizational Sustainability: The Effects of Institutionalization of Sustainability on Sustainability Management Outcomes." 사회적기업연구(Social Enterprise Studies) 10, no. 2 (December 2017): 131–66. http://dx.doi.org/10.32675/ses.2017.10.2.005.

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42

Khattak, Sajid Rahman, Imran Saeed, and Bilal Tariq. "Corporate Sustainability Practices and Organizational Economic Performance." Global Social Sciences Review III, no. IV (December 30, 2018): 343–55. http://dx.doi.org/10.31703/gssr.2018(iii-iv).22.

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Since last decade corporate sustainability has been of great interest to practitioners and researchers, both. Successful implementation of sustainability practices is vital for organizational survival and competitive advantage. Based on institutional theory, this study aims at to enhance understanding regarding the relationship of sustainability practices and corporate performance directly and indirectly through non-financial performance. Data from managerial level employees of manufacturing and services providing organizations of Pakistan was collected through a survey questionnaire. Based on 346 participants’ responses we found that sustainability practices (exploration and exploitation) have significant relationship with financial and market performance. The multi-mediation analysis shows that all mediators partially mediate the relationship between sustainability practices and corporate performance. In the context of Pakistan, this study is the first of its kind to validate sustainability practices scale.

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43

Mojumder, Abhishek, Amol Singh, and Sunil Luthra. "Enhancing organizational sustainability: The green construction way." Corporate Governance and Sustainability Review 6, no. 3 (2022): 40–59. http://dx.doi.org/10.22495/cgsrv6i3p4.

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With the increase in global population (Roser, Ritchie, Ortiz-Ospina, & Rodés-Guirao, 2019), the construction industry has grown exponentially contributing to the economic and social development of a country. But due to massive contribution to environmental pollution (“How Does Construction Impact the Environment?”, 2021), a significant portion of construction projects are being developed as green and sustainable. Green construction projects are exposed to some unique risks; hence, the management of these risks is crucial to ensure organizational sustainability. However, limited research has been reported bridging the gap and linking the risks with organizational sustainability. The objectives of the present study are to identify the correlation of the risks with organizational sustainability and model development for risk mitigation. Semi-structured interviews, Spearman rank correlation, regression analysis, and interpretive structural modelling (ISM) have been used as research methods. Results show a strong negative correlation between the risks with sustainability, the environment as the most significant sustainability driver, and an integrated risk management model is developed. Organizational theories are well supported by the study results. The study benefits construction project managers in more systematic and structured thinking towards relating the green construction risks with sustainability, understanding the sustainability drivers and managing the risks through the integrated risk management model thus successful project execution ensuring organizational sustainability

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Terouhid, Seyyed Amin, and Robert Ries. "Organizational sustainability excellence of construction firms – a framework." Journal of Modelling in Management 11, no. 4 (November 7, 2016): 911–31. http://dx.doi.org/10.1108/jm2-06-2014-0055.

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Purpose This paper aims to propose a modeling and decision-making framework for organizational sustainability excellence of construction firms. This research aims to find how construction organizations can achieve excellence in terms of corporate sustainability. Design/methodology/approach This paper first reviews the literature of organizational sustainability maturity, and then differentiates its approach by focusing on organizational sustainability excellence. Organizational maturity and organizational excellence in sustainability are two approaches to organizational performance management that aim to improve organizational sustainability performance. Findings After a detailed model design and development process, models were run and sensitivity analysis was performed. After running various scenarios, it was shown that both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the viability and sustainability performance of construction firms. Therefore, human resource development and training affect all capability areas of construction organizations without which no capability-building programs can be planned and implemented effectively. Practical implications Organizational excellence focuses on organizational resources, capabilities and knowledge management to determine what is driving the long-term success of organizations, whereas the organizational maturity focuses on organizational processes. This paper presents a modeling approach that can facilitate the process of policy verifications in organizations. Originality/value Organizations may have various options in choosing different policies, and those policies can be planned and expressed in different manners and along different scales. How can an organization determine which scenarios end up producing the desired performance results? The proposed framework presents a practical methodology that can result in the assessment of organizational excellence methodologies.

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Najib, Hilman, and Lenny Christina Nawangsari. "Effect of Intellectual Capital on Organizational Sustainability with Employee Innovative Behavior as Intervening Variables in Pt. Jaya Maritime Services." European Journal of Business and Management Research 6, no. 1 (February 18, 2021): 158–63. http://dx.doi.org/10.24018/ejbmr.2021.6.1.714.

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Organizational sustainability is an important strategy to increase organizational capabilities not only to provide economic benefits, but also social and environmental benefits. The reality on the ground is that not all companies really pay attention to the dimensions of sustainability, both in terms of economy / profit, people and the environment. This is because it is considered that the sustainability of the organization is voluntary. Therefore, research is needed on the factors that influence organizational sustainability. The research objective is the effect of intellectual capital on organizational sustainability with innovative employee behavior as an intervening variable at the PT. Jaya Maritime Services. The research method used is explanatory quantitative with SEM-PLS. The sample in this study were 50 employees of PT. Jaya Maritime Services. The sampling technique used in this study was saturated sampling (census). The results showed that human capital and structural capital have a positive and significant effect on innovative behavior, while relational capital has a positive and insignificant effect on innovative behavior, innovative behavior has a positive and significant effect on organizational sustainability, human capital has a negative and insignificant effect on organizational sustainability, structural capital. has a negative and significant effect on organizational sustainability, relational capital has a positive and significant effect on organizational sustainability, innovative behavior mediates the effect of human capital on organizational sustainability, innovative behavior mediates the effect of structural capital on organizational sustainability, and innovative behavior mediates the effect of relational capital on organizational sustainability. Based on the inter-dimensional correlation matrix analysis, to improve employee engagement, it is recommended to maintain and improve indicators: (1) employee expertise in special jobs (specialists); (2) corporate culture content; (3) mutual collaboration skills; (4) developing new ideas, and (5) providing stable salaries for employees.

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Grecu, Valentin, Radu-Ilie-Gabriel Ciobotea, and Adrian Florea. "Software Application for Organizational Sustainability Performance Assessment." Sustainability 12, no. 11 (May 29, 2020): 4435. http://dx.doi.org/10.3390/su12114435.

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Sustainability performance assessment is a challenge for many companies due to the heterogeneity of indicators and the lack of a standardized reporting framework. This paper describes a software solution that simplifies the sustainability reporting process and is useful for decisions concerning sustainable management. We analyzed various indicators from public sustainability reports of five companies and obtained some relevant results using the tool that we developed based on mathematic algorithms and an aggregation model of different indicators. The software application calculates a Global Sustainability Index based on the proposed model of the sustainable organization described in this paper. An optimal solution is very rare in the transition towards the sustainable organization and compromises are required most frequently between environmental, economic and social aspects on the one hand and the expectations of the stakeholders on the other hand. The proposed tool helps users to cope with these challenges and takes into consideration that information is not always available and precise. Another feature offered by the tool is that besides simplifying sustainability performance assessment, it highlights low performance indicators and offers suggestions for improvement based on a genetic algorithm.

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47

Frostenson, Magnus, Sven Helin, and Katarina Arbin. "Organizational sustainability identity: Constructing oneself as sustainable." Scandinavian Journal of Management 38, no. 3 (September 2022): 101229. http://dx.doi.org/10.1016/j.scaman.2022.101229.

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Grobecker, Anna, and Richard Germain. "Organizational Antecedents of Sustainability: Lessons from Russia." Academy of Management Proceedings 2013, no. 1 (January 2013): 16518. http://dx.doi.org/10.5465/ambpp.2013.16518abstract.

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Abeydeera, Sashika, Kate Kearins, and Helen Tregidga. "Buddhism, Sustainability and Organizational Practices: Fertile Ground?" Journal of Corporate Citizenship 2016, no. 61 (March 1, 2016): 44–70. http://dx.doi.org/10.9774/gleaf.4700.2016.ma.00005.

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Odia, Uchechukwuka Linus. "Impact of recycling sustainability on organizational performance." Linguistics and Culture Review 6 (December 12, 2021): 93–105. http://dx.doi.org/10.21744/lingcure.v6ns1.1977.

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Abstract:

This is empirical research focusing on the impact of recycling sustainability on Organizational performance in Nigeria. To achieve the objective of this study, a sample of 10 publishing houses in four major cities in Delta State was adopted, and these cities include Asaba, Warri, Sapele, and Oghara. Given that Nigeria is the regional publishing powerhouse in West Africa with newspaper publications selling in the whole region, likewise, textbook publishers in Nigeria dominate the regional market. The industry contributes about 10% of the GDP and is one of the fastest-growing in the manufacturing sector. Unfortunately, Nigeria does not produce most of the raw materials for publishing. All paper materials used in Nigeria are imported, and the costs are rising with the reliability of the sources dwindling. In addition, the publishing industry in Nigeria is faced with a high rate of waste and returns. The study focused on the impact of adopting recycling sustainability as a possible solution to the dwindling raw materials, increasing costs, and high rate of returns. It used a stratified random sampling approach and a descriptive research design.

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