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Journal articles on the topic 'Sustainable organizational development'
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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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JANISZEWSKI, Adam. "Organizational responses to sustainable development challenges – conditions & consequences." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 29–46. http://dx.doi.org/10.29119/1641-3466.2021.150.3.
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Purpose: The aim of the paper is to discuss assumptions that stand behind the idea that, in order to analyze a way in which organizations are willing to respond to environmental challenges, it is necessary to consider how the diffusion of knowledge related to sustainable management practices can impact on decision making dependent on managers’ cognitive frames. The analysis is focused on the sensemaking process initiated by a necessity to make a decision on whether to engage in a sustainability project involving steps to be made to protect natural environment. The attention is paid to its possible realization dependent on cognitive frames used by decision makers. This way of analysis allows for better understanding of factors which may hinder enterprises from implementing sustainability idea. In the paper current literature related to the topic is reviewed and next selected issues considered as critical for understanding the matter are described and discussed. Design/methodology/approach: Theoretical analysis is conducted and the key assumptions of critical realism related to ontological and epistemological dimensions are implemented. The importance of abductive way of thinking is outlined. Findings: In general, it is argued that managers who are more likely to accept paradoxical nature of challenges related to the implementation of sustainability tools should find it more useful to follow multidimensional paths through which they may reach stakeholders. It is also presented that in order to show how decisions as to implement the sustainability idea can be made, it is necessary to take into account consequences that are to arise from the fact that attitudes towards sustainability management are influenced by historical conditions. Because of the wide array of actors who may contribute to the successful implementation of the sustainability idea, it is predicted that different cognitive approaches should be used. The arguments that are provided appear to also prove that it is useful to consider deeply relations among sensemaking process and cognitive frames used by managers. Originality/value: The paper includes an authorial analysis in which conclusions are inferred based on hitherto conducted research and formulated research propositions related to sensemaking process, cognitive aspects of making decisions as well as to issues of building legitimacy in the light of environmental challenges which modern enterprises need to deal with. The analysis can provide decision makers with some new insights as to why they make decisions as they used to, which next should allow them to change their habits
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Ogunola, Abiodun Adekunle. "Harmonizing the Employment Relationship for Sustainable Organizational and Personal Development." Journal of Advanced Research in Psychology & Psychotherapy 01, no. 3&4 (October 15, 2018): 1–11. http://dx.doi.org/10.24321/2581.5822.201801.
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Siebenhüner, Bernd, and Marlen Arnold. "Organizational learning to manage sustainable development." Business Strategy and the Environment 16, no. 5 (2007): 339–53. http://dx.doi.org/10.1002/bse.579.
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Tregidga, Helen, Kate Kearins, and Markus Milne. "The Politics of Knowing “Organizational Sustainable Development”." Organization & Environment 26, no. 1 (January 20, 2013): 102–29. http://dx.doi.org/10.1177/1086026612474957.
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Kuebler, Caroline G. "Improving Organizational Relationships in Sustainable Development Projects." Journal of Sustainable Forestry 16, no. 1-2 (January 2003): 143–60. http://dx.doi.org/10.1300/j091v16n01_07.
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Budiman. "Realizing Sustainable Organizational Competitive Advantage by encouraging Sustainable Human Resource Development." ENDLESS : International Journal of Future Studies 2, no. 1 (June 29, 2019): 85–93. http://dx.doi.org/10.54783/endless.v2i1.43.
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The competition is so tight that the company must have a competitive advantage. One of the biggest drivers of a strategic edge is the human capital it provides. In the past, human resources is merely a service operation as a competitive advantage for an organization. Yet, human capital is now one of the most critical aspects of building a competitive advantage. This paper discusses how human resource development strategies have a sustainable competitive advantage and how to transfer good strategies, policies, or superior knowledge to subordinates. This research employs a qualitative approach to the discussion of the data produced by the method of explanation. The findings indicate that high-performance human capital can respond to the times are needed to achieve a sustainable competitive edge. For this reason, sustainable human resource development is required by taking into account several things, namely: integration of HR activities with the company's mission and objectives, environmental observation; management support for HR; formulating and implementing HR policies and plans; alignment of HR with its activities; expanding the role of human resources by holding specialist training according to their talents following the ideals of the company and evaluation of the individual's own contribution.
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Malakhovskyi, Yurii, and Mohamed Mohamed. "Mechanisms for Sustainable Development of Airline Alliances." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 5(38) (2020): 48–55. http://dx.doi.org/10.32515/2663-1636.2020.5(38).48-55.
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The purpose of the publication is to deepen the theoretical and methodological provisions and develop scientific and practical recommendations for improving the organizational and economic mechanism of resource management of sustainable development of global alliances in the international cluster of passenger air transportation. Strategic bases of formation of the system approach to management of economic resources of participants of alliances are formulated. The list of principles for the implementation of a systematic approach to the management of economic resources of aviation enterprises (UERAP) includes integrity, structure, hierarchy, the relationship between the organizational system and the external environment, adaptability and flexibility, multifacetedness. Thus, integrity is understood as activity on increase of safety of flights (FS) on the basis of strategic management of economic resources of the enterprise which has general character, is shared by all useful within system of functioning by divisions of the enterprise. Multidimensionality reflects the complex structure of the system, which operates taking into account the peculiarities of the deployment of elemental, functional, organizational and dynamic aspects of activity. It is proposed to design systems for improving the efficiency of MERAE in the form of a set of organizational structures, specific forms and methods of management, which ensure an adequate level of FS by implementing measures for effective management of three types of resources (economic, financial and material). The thesis on the possibility of providing a flight safety management system (FSMS) by means of planning organizational measures to identify and eliminate the risks of incidents, cooperation on their prevention by all participants in the air transport system during flights, organizational support and investigation of non-standard events is substantiated. It is proposed to subordinate the FSMS to a clear sequence of organizational structures, responsibilities, guidelines, policies and procedures for managing certain elements of ERAE: personnel, technology, aircraft, information flows, motivation system, quality management. These elements are considered as part of the subsystems of a set of measures to improve the management of ERAE in order to ensure FS.
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Boljević, Agneš, Maja Strugar-Jelača, and Srđana Boljević. "Research of organizational creativity elements in the function of organization's sustainable development." Ekonomski pogledi 19, no. 2 (2017): 99–113. http://dx.doi.org/10.5937/ekopog1702099b.
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Cioca, Ivascu, Turi, Artene, and Găman. "Sustainable Development Model for the Automotive Industry." Sustainability 11, no. 22 (November 15, 2019): 6447. http://dx.doi.org/10.3390/su11226447.
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The relationship between sustainability and business has become one of the central debates at the national and international level in both industrialized and emerging countries. A series of existing business models lack some critical aspects. The automotive industry strongly affects economic development, requiring rethinking business models in order to reduce their impact on the environment. An evaluation of the websites of the major automotive industry companies shows they have reported sustainability (through different methods) and present various practices in implementing organizational sustainability (OS). This paper aims to present a new business model for the automotive industry that takes into account the three dimensions of sustainability and emphasizes the importance of involving stakeholders in the OS approach. This model is developed based upon the literature review of three focus groups with a participation of 33 automotive industry members, of which three are highly-skilled experts of the industry. The proposed sustainable development model is scientifically relevant as it considers that all dimensions of sustainability exist and aims to increase organizational capacity for sustainable organizational development. It is also relevant from a practical point of view because it has been developed and validated by industry experts with automotive industry companies, taking into account the industrial, technical, and technological requirements for organizational sustainability assessment. The findings of this research will guide shareholders and managers in planning and developing organizational strategies.
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Hossin, Md Altab, Md Sajjad Hosain, Michelle Frempomaa Frempong, Stephen Sarfo Adu-Yeboah, and Mohitul Ameen Ahmed Mustafi. "What Drives Sustainable Organizational Performance? The Roles of Perceived Organizational Support and Sustainable Organizational Reputation." Sustainability 13, no. 22 (November 9, 2021): 12363. http://dx.doi.org/10.3390/su132212363.
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Sustainable organizational performance (SOP) can differentiate an organization from its rivals. Thus, understanding the antecedents and driving factors of SOP has received wide attention from both the academicians and practitioners in recent years. In line with such attention, this empirical paper endeavored to investigate and identify the relationship between perceived organizational support (POS) and SOP with the mediating effect of sustainable organizational reputation (SOR). Based on 384 survey responses from mid-level managers using a cross-sectional survey design, we followed a deductive approach to test the hypotheses using covariance-based structural equation modeling. Our empirical investigation revealed that POS has a significant positive relationship with SOP as well as with SOR while SOR has a significant positive relationship with SOP. Regarding the mediating effect, we found that SOR can partially mediate the positive relationship between POS and SOP. We strongly believe that the findings revealed from this empirical study may aid interested future researchers in their quest of understanding the inherent relationship between perceived organizational support and sustainable organizational performance in the presence of sustainable organizational reputation. Further, such results may provide a platform for the top-level managers and other policymakers in their efforts to improve and sustain organizational reputation that will ultimately lead to sustainable organizational performance through proper organizational support.
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Naudé, Marita. "Sustainable organizational development and reflection: A good combination?" Corporate Ownership and Control 9, no. 2 (2012): 364–75. http://dx.doi.org/10.22495/cocv9i2c3art6.
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In the current global business environment companies continually face a range of very complex and multi-faceted challenges. Consequently, directors, members of corporate boards and managers need to implement innovative resources, capabilities and strategies to ensure both short and long term success and survival. One possible strategy is a tridimensional approach to Sustainable Development (SD) which includes economic, social and environmental dimensions at an equal level combined with practical SD initiatives, programs and strategies. In addition, reflection is a crucial skill in fast changing business environments as managers and practitioners who use reflection take more thoughtful, purposeful and value-driven action. The author accepts that reflection is a deliberate and complex analytical process to integrate knowledge with the demands of the situation as part of innovative practice, to integrate past experiences and consider influence of future hopes and fears to open a range of possible alternatives while simultaneously taking into account other people’s perspectives. The paper highlights the possibility to combine SD and reflection and describes generic guidelines to enhance practical implementation and highlights both management and research implications relevant to a practical context.
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Ivanchenko, Vitaliy. "Organizational and economic aspects of sustainable business development." Dorogi i mosti 2020, no. 21 (May 21, 2020): 28–36. http://dx.doi.org/10.36100/dorogimosti2020.21.028.
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Halldórsson, Árni, Ida Gremyr, Anette Winter, and Naghmeh Taghahvi. "Lean Energy: Turning Sustainable Development into Organizational Renewal." Sustainability 10, no. 12 (November 28, 2018): 4464. http://dx.doi.org/10.3390/su10124464.
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The potential for integrating principles of lean management and sustainability initiatives has been recognized in earlier research. The present study argues for the need to focus on how this should be implemented and to acknowledge the criticality of developing individuals’ competencies to support such integration. The purpose of this paper is to explore the integration of lean and energy efficiency practices and provide practical examples of such integration. This study is explorative in nature and based on a qualitative research approach. Primary evidence was collected through an interview study of 19 participants in a lean energy course, and through a participant observation at a company workshop following up the program results. Secondary evidence was collected on the development and evaluation of this course. By operationalizing sustainability through energy efficiency and combining with lean principles, organizations can exploit continuous improvement efforts for sustainable development. This paper focuses on professional education as a component for integrating improvement initiatives and sustainable development. Whilst professional education enables individual learning, organization-wide efforts are needed to follow up on the educational program and support a scaling-up of lean energy. The scaling-up means that the organization itself encourages the use of principles and tools to identify and remove energy waste and support a move from local practices to shared experience.
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Wysokińśka-Senkus, Aneta, and Justyna Górna. "Towards sustainable development: risk management for organizational security." Entrepreneurship and Sustainability Issues 8, no. 3 (March 1, 2021): 527–44. http://dx.doi.org/10.9770/jesi.2021.8.3(33).
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Myszewski, Jan M. "On sustainable development of organization." Business Process Management Journal 22, no. 5 (September 5, 2016): 993–1008. http://dx.doi.org/10.1108/bpmj-02-2016-0033.
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Purpose – The subjects considered in this research paper form the basic prerequisites for improving the effectiveness of organizational development. The author assumes that the effectiveness of any process depends on the size of the reserve of capacity of the resources used in the process (for details, see Appendix). The purpose of this paper is to determine the conditions for the effectiveness of improvement projects. Design/methodology/approach – The author has constructed an algorithm (called ABC) to control the capacity of resources. With its help, the author defines the strategy for improvement in an organization. The basic principle of this strategy is continuous improvement, and tactics to control resources refers to the ABC algorithm. Findings – The author shows that continuous improvement is a prerequisite for the effectiveness of this strategy. It is shown that the features of this strategy reflect sustainable development of the organization. Along with the algorithm ABC, it forms a basis for the sustainable development strategy. The author shows conditions for effectiveness and explains how the strategy shapes the sustainable development of the organization. The author also explains why commitment of top management is necessary, what it is, and how it can benefit the organization. Practical implications – This effort is symbolized by the involvement of resources in projects conducted to improve organizational functions. The result of the capacity growth is increased ability to confront new challenges. Originality/value – The author claims that the strategy for sustainable development is shaping the conditions for a gradual increase in the capacity of the resources used in the improvement process. The growth in resource capacity in the repeatedly run improvement projects can serve as a model of organizational learning. The learning process requires effort.
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Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.
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Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.
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Sborshchikov, S. B., and P. A. Zhuravlev. "Organizational aspects of territory development." Vestnik Tomskogo gosudarstvennogo arkhitekturno-stroitel'nogo universiteta. JOURNAL of Construction and Architecture 23, no. 3 (June 28, 2021): 58–70. http://dx.doi.org/10.31675/1607-1859-2021-23-3-58-70.
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Purpose: The society development is characterized by changes in the technological structure, that make necessary to revise the existing solutions that affect all areas of the national economy in general, and the construction industry, in particular. Due to the increased requirements for comfort, safety and economy of the living environment, it is expedient to transform the urban planning solutions. In this regard, the aim of this paper is to study the organizational aspects of the territory development, paying special attention engineering and reengineering.Materials and methods: A retrospective analysis is used to perform the classification of services and works. Special attention is paid to the organizational aspects of engineering and the life cycle of urban planning solutions. As a hypothesis, it is assumed that the most effective solution of the society problems of comfort and safety of buildings, is reengineering based on the synthesis of the sustainable development and risk-based approach. Research implications:Engineering in construction is defined. Reengineering of urban planning solutions is shown as well as the possibility of synthesizing the concepts of sustainable development and risk-based approach. The dynamics of changes in the parameters of individual elements may not coincide with the nature of changes in the overall urban planning decision, which provides the emergence of areas of dangerous and uncomfortable living environment. This requires modernization of technical solutions or restoration of their material form, which is the subject of reengineering, which can be distributed over the life cycle of the urban planning solution and attributed to the land development.
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Ivanchenko, Vitalii. "Organizational and institutional support for sustainable development of entrepreneurship in agriculture." Ekonomika APK 314, no. 12 (December 28, 2020): 74–80. http://dx.doi.org/10.32317/2221-1055.202012074.
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The purpose of the article is to reveal the main theoretical and methodological aspects of organizational and institutional support for sustainable development of entrepreneurship in agriculture. Research methods. During the research, dialectical methods of scientific knowledge of the process of sustainable development of entrepreneurship in agriculture were used, primarily analysis and synthesis as well as induction and deduction to characterize the organizational and institutional parts of the provision. Research results. It has been established that the system of organizational and institutional support for sustainable development of entrepreneurship in agriculture combines various interdisciplinary aspects of the economic, social and environmental components for organizing activities in the sustainable development system and forming the rules and systems by which these components function. The institutional component of ensuring the activities of the enterprise makes it possible to combine various organizational processes and form various directions in production to ensure the implementation of the goals of the social, environmental or economic components of sustainable development of entrepreneurship in agriculture. Scientific novelty. The main points of organizational and institutional support for sustainable development of entrepreneurship in agriculture are described and the main components of this process are revealed. Practical significance. The main features of organizational and institutional support of sustainable development should be used as a basis for further research into the nature of institutions and the process of organizing production for the system of sustainable development of entrepreneurship. Tabl.: 1. Figs.: 2. Refs.: 12.
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Malik, Haleema, and Muzamil Mehmood. "Impact of Authentic Leadership, Sustainable Leadership on Sustainable Growth with Mediating Role of Organizational Learning." Academic Journal of Social Sciences (AJSS ) 6, no. 1 (March 25, 2022): 48–69. http://dx.doi.org/10.54692/ajss.2022.06011681.
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Sustainable development is an emerging field of research. Sustainable leadership is an effective leadership style but to enhance its effect authentic leadership, which is a new field of effective leadership. Authentic leadership is a multi-dimensional theory, and it has a resemblance to transformational leadership theory. Authentic leadership is a general term, and it can consolidate transformational, charismatic, servant, spiritual, or other forms of leadership styles. Organizational learning is something new introduced by modern management and leadership styles as a strategic tool to improve competitiveness and to even out the organization’s success and compatibility. This research examines methods of implanting sustainable and authentic leadership into sustainable development goals (SDGs) and examined the mediating role of organizational learning between sustainable leadership and SDGs (economic performance, environmental performance, and social performance) as well as the mediating role of organizational learning between authentic leadership and SDGs. The data in this study was collected from the manufacturing industries of Pakistan using a convenient sampling technique. IBM SPSS Statistics tool was used to analyze the data. The results show (a) sustainable leadership has a positive impact on organizational learning (b) authentic leadership has a positive impact on organizational learning (c) organizational learning mediates the relationship between sustainable leadership and SDGs (d) organizational learning mediates the relationship between authentic leadership and economic performance. (e) Organizational learning mediates the relationship between authentic leadership and social performance. The present study offered a detailed study of dynamic capabilities and sustainable development. Effective leadership and management styles are proposed for organizations to combat sustainable development challenges.
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Engbers, Rik, Léon I. A. de Caluwé, Paul M. J. Stuyt, Cornelia R. M. G. Fluit, and Sanneke Bolhuis. "Towards organizational development for sustainable high-quality medical teaching." Perspectives on Medical Education 2, no. 1 (February 2013): 28–40. http://dx.doi.org/10.1007/s40037-013-0043-6.
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Kummitha, Harshavardhan Reddy. "Eco-Entrepreneurs Organizational Attitude towards Sustainable Community Ecotourism Development." DETUROPE - The Central European Journal of Tourism and Regional Development 12, no. 1 (March 31, 2020): 85–101. http://dx.doi.org/10.32725/det.2020.005.
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Koroleva, K. S., and D. V. Khodos. "ORGANIZATIONAL AND ECONOMIC MECHANISM FOR SUSTAINABLE DEVELOPMENT OF FISHERIES." ECONOMIC VECTOR 4, no. 27 (December 2021): 100–106. http://dx.doi.org/10.36807/2411-7269-2021-4-27-100-106.
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The current stage of reforming and develop-ing market structures in the domestic econ-omy requires a more detailed study of scien-tific, theoretical and conceptual provisions that would take into account the peculiarities and specifics of individual industries. The unstable position of strategically important industries is mainly due to a number of com-plex economic and social reasons that re-quire detailed study and the development of effective mechanisms for solving the existing problems. The article discusses the most generalized aspects of the formation of the organizational and economic mechanism of sustainable development of fish farms, tak-ing into account the factors of production potential.
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Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.
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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.
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Veselovská, Lenka. "Factors influencing countries on their path to sustainable development: implications for organizations." Problems and Perspectives in Management 15, no. 2 (September 26, 2017): 474–85. http://dx.doi.org/10.21511/ppm.15(si).2017.01.
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Nowadays sustainable development is a central concept for our age. It is both a way ofunderstanding the world and a method for solving global problems. It is currently a crucial concept for the world to understand and to implement. This research study focuses on examining the foundations of achieving sustainable development and main factors influencing this process at a national level. The aim is to characterize those factors which influence this implementation process mainly from the economic point of view. However, other noneconomic factors related to human well-being and organizational development are not omitted. Countries’ political and legislative environment are also evaluated since they can have significant implications for development of individual organizations conducting their business activities within countries' borders. The focus of examining the topic of countries’ sustainable development is on the cross-country comparison. Values of some important indicators are also provided in terms of comparison among selected countries which enables us to explain the reasons for differences in countries’ development, as well as predictions for the future. Historical perspective provides data which enable to evaluate influence of selected factors in terms of countries’ path to achieving sustainable development.
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Posthuma, Anne Caroline. "ORGANIZATIONAL INNOVATION IN ZIMBABWE: THE VIABILITY OF SUSTAINABLE CHANGE." IDS Bulletin 24, no. 2 (April 1993): 10–18. http://dx.doi.org/10.1111/j.1759-5436.1993.mp24002002.x.
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Melnyk, Leonid Hr. "Towards Sustainable Development." Mechanism of an Economic Regulation, no. 2 (2019): 135–43. http://dx.doi.org/10.21272/mer.2019.84.12.
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Two popular works: the essay “Three secrets of health” and the joky poem “The Tale of how the Pirate was treated for” piracy “by his own development” – examines shows the content of the functions of three key subsystems that ensure the existence and development of any system through the feedback mechanisms. Conventionally, these subsystems can be called “know”, “want”, “be able”. They perform three major functions respectively: information support, motivational impact and technical implementation. Information support ultimately solves the problem of collecting data on the state of the system itself, the external environment and the interrelations of the first and second. The function of the motivational impact is to activate the feedback mechanism of the system in response to changes in the external environment. The technical implementation subsystem ensures the implementation of actions to achieve specific goals for the existence and development of the system. The given essay shows the interaction of these blocks on the example of environmentally oriented activities. The environmental monitoring services, research organizations, and the media constitute the first subsystem. They collect data on the level of impact on the environment, inform professionals and the public about the state of ecological well-being. The alarm generated by the information subsystem turns on and adjusts the tone of the second subsystem. It forms a set of measures (legal norms, economic methods, socio-psychological impact, personnel training, education of the population, etc.) to eliminate environmental problems. The subsystem of technical implementation is formed as a consequence of these measures. Green technology, organizational structures and, of course, the skills and abilities of people constitute the arsenal of this third subsystem. Key words: know, want, be able to, information support, motivational impact, technical implementation, feedback, “brown” and “green” economy.
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Karimov, K. Kh. "Development Strategy of Uzbekistan: Modernization Versus Innovation?" INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 6, no. 4 (2020): 46–53. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.64.2003.
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The article investigates the strategic management tools and economic – organizational mechanisms of the entrepreneurial structures of the Republic of Uzbekistan on the macro level. The research results revealed that for fulfilling the Strategy Actions it’s necessary to redirect the strategy from modernization to innovations, and also economical – organizational mechanisms of the entrepreneurial structures and systems as measures for their sustainable growth and innovative development. In this process transformation is the aim, innovative development is the tool, and effective and sustainable development of business structure and systems is asymptotic equilibrium. On the macro level, an optimal innovative level of business units was identified by formulating a mathematic equation. In the equation, the dependent variable is labour productivity, while independent variables include material and intellectual production factors.
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Grob, Suzanne, and Ian McGregor. "Sustainable organisational procurement: a progressive approach towards sustainable development." International Journal of Environment, Workplace and Employment 1, no. 3/4 (2005): 280. http://dx.doi.org/10.1504/ijewe.2005.007488.
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Amin, Aziz, Ahmad Puad Mat Som, Yahaya Ibrahim, and Mohd Shaladdin Muda. "Relationship between Community Participation, Socio Economy and Organizational Capacity on Sustainable Development." International Journal of Engineering & Technology 7, no. 4.34 (December 13, 2018): 140. http://dx.doi.org/10.14419/ijet.v7i4.34.23846.
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This paper attempts to understand the influence of community participation, socio-economy and organizational capacity on the sustainability of community based tourism, focusing on homestay programs. This study has gathered data from 96 homestay’s operators from northern states of peninsular Malaysia. This study used path analysis approach to determine community participation and socio-economy factors that trigger organizational capacity and sustainable development. Based on the results, community participation and socio-economy are correlated in indirect effect with sustainable development through organizational capacity. Thus the path-analysis indicates that the engagement of organizational capacity in the homestay program will correlate community participation and socio-economy toward sustainable development.
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Babkin, A. V., and U. V. Fortunova. "An Organizational and Economic Mechanism for Managing the Competitive Sustainable Development of an Industrial Enterprise." Economics and Management 26, no. 10 (December 26, 2020): 1118–27. http://dx.doi.org/10.35854/1998-1627-2020-10-1118-1127.
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Aim. The presented study aims to develop an organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise that would increase the enterprise’s performance and the sustainability of its development in a competitive environment and in the context of the digital transformation of the industry.Tasks. The authors analyze and formulate the concept of the organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise; develop the organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise; identify stages in the process of managing the sustainable development of an industrial enterprise; evaluate the economic potential of an enterprise.Methods. This article is based on the analysis and formalization of the main provisions of the study, which uses economic-mathematical and economic-statistical methods to assess the performance and development of an enterprise.Results. The urgency of improving the efficiency of managing the competitive sustainable development of an industrial enterprise is justified. The concept of an organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise is formulated and the stages of this management process are identified. An organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise is developed, ensuring an increase in the enterprise’s performance.Conclusions. Application of the organizational and economic mechanism for managing the competitive sustainable development of an industrial enterprise will make it possible to keep track of unfavorable market trends and adequately respond to them, thus increasing the performance of the enterprise.
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Rao, Indu. "Psychological Contract for Human Development and Organizational Sustainability." Business Perspectives and Research 9, no. 3 (March 1, 2021): 415–26. http://dx.doi.org/10.1177/2278533721989832.
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Organizations can sustain different efforts toward human development, and employee–employer relationships can sustain the organizations to work toward their purpose. However, contemporary organizations are facing unprecedented challenges as a result of COVID-19, intensified globalization, increasingly diversified workforce, and continuous technological advancements, thereby impacting the way businesses and people are managed. Most of the work has transitioned to online, and employees are working from home due to pandemic situations. Organizations need to manage the emerging, complex employee–employer relationships in this new order of the world for the purpose of human development as well as organizational sustainability. In the absence of frequent employee–employer meetings at physical workplaces and the transition of the workspace into virtual workstations, we need to look at new ways of initiating and sustaining employee–employer relationships. In this conceptual article, we propose that different types of psychological contracts, like relational and transactional contracts, can contribute to these goals. Through a conceptual analysis of relevant literature, we first examine different aspects of the psychological contract—its types, antecedents, and consequences of different types of contract on organizations. Sustainable human development is related to organizational sustainability. We propose that a relational psychological contract may help in sustainable human development as well as organizational sustainability, whereas a transactional psychological contract moderates the relationship between sustainable human development and organizational sustainability.
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Bimmoy, Eric D. "Interrelationship of Food Wastage and Sustainable Development: A Review." International Journal of Qualitative Research 1, no. 3 (March 22, 2022): 228–32. http://dx.doi.org/10.47540/ijqr.v1i3.457.
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This paper aims to examine the interrelationship of food consumption and designing a sustainable community. Japan has achieved its economic vestige through healthy economic development and technological opportunity, resource utilization, and the well-being of the community and citizens. Related to creating a sustainable community, it requires a coordinated joined approach involving a wide range of resources and stakeholders. To attain zero food waste community, resource mobilization is needed that promotes sustainable food consumption. Resource mobilization is the process of getting resources from resource providers, using different mechanisms, to implement the organization's work for achieving the pre-determined organizational goals. Technology is much needed to come up with efficient mechanization and technologies in preventing, reducing, and reutilizing food wastes. During the design process, it is essential to understand that having the same level of understanding should be established, in terms of common current issues.
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������ and Valeriy Anshin. "Strategic and Organizational Aspects of Project Systems Management Considering Sustainable Development Concept." Russian Journal of Project Management 2, no. 3 (September 16, 2013): 3–12. http://dx.doi.org/10.12737/1239.
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The paper reviews the issues of strategic management and activity arrangement of the company committed to the goal of sustainable development. The conceptual model of instituting the mechanism of company management is proposed. The author investigates the structure of organizational objectives in the context of sustainable development concept and analyzes the product, resource and operational strategies of the company in terms of sustainable development strategy. To facilitate analysis and elaboration of adequate managerial structures the author proposes three models to build structures for managing sustainable development of a company: reporting and monitoring model; active-task model and problem-distributed model. The strategies of sustainable development are implemented through two types of projects: sustainable projects and projects aimed to maintain stability. It is proposed to fine-tune project system to further implement sustainable development strategies through operational processes, functional areas, competencies and assessment of the project systems maturity.
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ASADI, Rahil. "The Sustainable Links of Development between Leadership and Organizational Cultures." Journal of Economic Development, Environment and People 8, no. 2 (June 26, 2019): 45. http://dx.doi.org/10.26458/jedep.v8i2.626.
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Leadership performances develops closely connected to the institutional behaviour and societal culture given the permanent trends to implement changes to update standards according to existing norms and rigors existing in any company. The styles adopted in managing or leading the activities influences the tasks’ achievement, the future path to take and the way success is understood, accepted, shared and disseminated. Nowadays, companies face compulsory the influences of more cultures, given the temptation of delocalisation, the curiosity of working with immigrants, the advantages provided in different situations of accepting a higher exposure of leader to different sides of performance, different dimensions of market and financial profits, new behaviours in managing the employees. Starting from this idea, the purpose of this study is to identify and enquire into the hidden dimensions of organizational culture and how the leadership style impacts the strategic developing and let effective relations spring out.The research is built on a survey based on designed questioner applied to 550 leaders and employees, members of the operation and Maintenance Company of MAPNA (Q&M) in Iran. Data collected refers to MLQ leadership style and Denison's Organizational Culture Questionnaire, and the responses received were analysed with SPSS and Smart Plus software. The findings reveal that the relationship between the leadership style and the organizational culture are strongly linked to each other. Therefore, those leaders able to change and accept to use a transformational style will assist the company to move forward faster that those who adopt and keep the transactional style as the single one to prove important.
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Willerding, Inara Antunes Vieira, Ana Clara Medeiros Silveira, Issa Ibrahim Berchin, Édis Mafra Lapolli, and José Baltazar Salgueirinho Osório de Andrade Guerra. "STRATEGIC MANAGEMENT FOR SUSTAINABLE DEVELOPMENT AND THE ORGANIZATIONAL AESTHETIC PERSPECTIVE." Revista Eletrônica de Estratégia & Negócios 9, no. 2 (September 1, 2016): 134. http://dx.doi.org/10.19177/reen.v9e22016134-165.
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This paper aims to provide an aesthetic approach to verify the contribution of organizational aesthetics in strategic management for sustainable development. In order to accomplish this objective, a systematic literature review was conducted with a qualitative approach. The results show that organizational aesthetics may contribute to the competitiveness, effectiveness and creativity of the organizations, stimulate knowledge acquisition by reinforcing and improving the best relation between employees and the company’s goals, made possible through aesthetics interventions in the workplace. Thus, focusing on improving the perceived quality of workplace, stimulating creativity, innovation, and seeking a more balanced relationship between stakeholders and natural environment.
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Wesarat, Phathara-on, Mohmad Yazam Sharif, and Abdul Halim Abdul Majid. "Role of Organizational Ethics in Sustainable Development: A Conceptual Framework." International Journal of Sustainable Future for Human Security 5, no. 1 (March 15, 2017): 67–76. http://dx.doi.org/10.24910/jsustain/5.1/6776.
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van Someren, Taco C. R. "Sustainable development and the firm: Organizational innovations and environmental strategy." Business Strategy and the Environment 4, no. 1 (January 1995): 23–33. http://dx.doi.org/10.1002/bse.3280040104.
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Virakul, Busaya. "Global challenges, sustainable development, and their implications for organizational performance." European Business Review 27, no. 4 (June 8, 2015): 430–46. http://dx.doi.org/10.1108/ebr-02-2014-0018.
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Purpose – This paper aims to propose an effective response by business organizations to the impact of global challenges and sustainable development (SD). It also presents an overview model of organizational performance employing such an approach. Design/methodology/approach – This paper is a conceptual work based upon a review of theories, research findings and reports gathered from relevant literature. The review yielded the following research framework: many countries are facing global challenges; these global challenges are affecting business organizations as external factors; SD is a concept employed to address these challenges; SD can be applied in business organizations through corporate social responsibility (CSR), corporate governance (CG) and sustainability policy and practices; and embedding CSR, CG and sustainability concepts at a strategic level is an effective response to global challenges. Findings – Global challenges are impacting on business organizations and will continue to do so into the future. CSR, CG and sustainability concepts are increasingly being adopted by leading business organizations throughout the world. Embedding CSR, CG and sustainability concepts at a strategic level can sustain long-term organizational performance, as they help businesses face global challenges in a positive manner and maintain their position in societies on good terms with all stakeholders. Research limitations/implications – Different cultural or socio-economic environments may limit the interpretation and application of the findings or propositions in this research. Practical implications – How CSR, CG and sustainability concepts can be holistically implemented in business practices. Social implications – The role of business in lessening the effect of global challenges and supporting SD is illustrated in the proposed model. Originality/value – This paper demonstrates connections among the following critical influences on organizational performance: global challenges; SD; and CSR, CG and sustainability.
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Turi, Jamshid Ali, Shahryar Sorooshian, and Yasir Javed. "Impact of the cognitive learning factors on sustainable organizational development." Heliyon 5, no. 9 (September 2019): e02398. http://dx.doi.org/10.1016/j.heliyon.2019.e02398.
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Zhalgasovna, Allaeva Gulchekhra. "Organizational and economic mechanism of sustainable development of energy enterprises." Asian Journal of Multidimensional Research 10, no. 9 (2021): 584–92. http://dx.doi.org/10.5958/2278-4853.2021.00721.7.
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Alsabah, Faisal Khaleefah Jasem, and Mohammed Saleem Alshura. "The Impact of Organizational Creativity on Sustainable Development in the Kuwaiti Industrial Sector." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 19 (January 20, 2022): 494–504. http://dx.doi.org/10.37394/23207.2022.19.45.
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This study explored the impact of organizational creativity on sustainable development in the Kuwaiti industrial sector. The researchers adopted a descriptive-analytical approach to explore the impact of organizational creativity on sustainable development in the Kuwaiti industrial sector. The researchers designed a questionnaire to pass it to the members of the population in the Kuwaiti Industrial Sector. The population consists of all the administrators who work in the Kuwaiti Industrial sector. It was found that organizational creativity dimensions (acknowledgment, utilization, and reengineering) impact sustainable development dimensions (the economic, social, and environmental dimensions) in the Kuwaiti industrial sector. Also, it was found that there is a high level of agreement on applying Organizational Creativity and Sustainable Development in the Kuwaiti Industrial Sector. The researchers recommended examining the technological methods used in the industrial sector, managing the costs efficiently by companies, and providing the required financial and human resources for reengineering various resources.
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Mingaleva, Zhanna, Elena Shironina, Elena Lobova, Vasiliy Olenev, Lyubov Plyusnina, and Anna Oborina. "Organizational Culture Management as an Element of Innovative and Sustainable Development of Enterprises." Sustainability 14, no. 10 (May 21, 2022): 6289. http://dx.doi.org/10.3390/su14106289.
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The paper is aimed at determining the relationship between personal and organizational values in an innovative company, and the compliance of the basic elements of the organizational culture of an enterprise to the requirements of its innovative development. The main goal of the study is to determine how to improve personnel activity by changing the organizational culture. To achieve the goal of this study, a survey of employees of an innovative Russian company is conducted in order to determine the compliance of the organizational culture as a whole, as well as its main elements (personal and organizational values), to modern business conditions. The main research methods employed are a questionnaire survey, bibliographic analysis, and content analysis. Barrett’s Cultural Values Assessment methodology is selected and adapted to the conditions of active innovative organizations and enterprises in Russia. Based on the application of Barrett’s Cultural Values Assessment methodology, adapted to the specifics of the given company, an assessment of the existing organizational culture is obtained, inconsistencies between the current and desired organizational culture are identified, and recommendations for changing the organizational culture of the company are formulated. It is concluded that organizational culture is an active resource when managing sustainable development, and is part of organizational innovation. A well-grounded and adequate choice of directions and methods for organizational changes is an important factor in achieving business sustainability. The results of the analysis imply the necessity of changing the existing organizational culture of the given company.
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Sapta, I. Ketut Setia, I. Nengah Sudja, I. Nengah Landra, and Ni Wayan Rustiarini. "Sustainability Performance of Organization: Mediating Role of Knowledge Management." Economies 9, no. 3 (June 27, 2021): 97. http://dx.doi.org/10.3390/economies9030097.
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Research about sustainable performance and its impact on the organization’s economic, social, and environmental development has attracted the attention of many scholars. However, the research investigating the relationship between sustainable performance from traditional organizations based on local culture is still underdeveloped. This study aimed to examine the relationship among organizational culture and leadership styles with knowledge management and sustainable performance. Moreover, this study investigates knowledge management’s role as a mediating variable in the relationship between organizational culture, leadership style, and sustainable performance. This study adopted a quantitative approach using the purposive sampling method with a questionnaire distributed to 99 respondents in Bali Province, Indonesia. The analysis technique was SEM-PLS. The results revealed that organizational culture and transformational leadership have significant effects on knowledge management. This study also proves that knowledge management mediates the relationship between organizational culture and sustainable performance, as well as the relationship between leadership style and sustainable performance. Theoretically, this study confirms the knowledge-based theory about knowledge management practices and sustainability performance. The present study also highlights the characteristics of organizational culture in traditional organizations and the effectiveness of transformational leadership to achieve sustainable organizational performance. Practically, the results provide insights to aid governments and regulators in continuously implementing knowledge management to achieve sustainable performance.
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P, Srinivasan. "Training and development of the Human Resources for a Sustainable Organizational Development at Nestlé India." International Journal of Business and Management Research 7, no. 1 (March 30, 2019): 1–9. http://dx.doi.org/10.37391/ijbmr.070101.
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This paper addresses the issue of human resources training and development which is considered one of the most important ways for a sustainable organizational development. The objective of the research was to identify new possibilities for increasing the degree of human resources training for supporting a more sustainable organizational development. The research has made it possible to identify the most relevant behavioral dimension of human resources training process. It talks about the knowledge of our field which allows us to identify the gap which our research could fill and also strength’s the topic that we chose for our research. The literature review will help us to find and select appropriate measurement instruments. The literature review is needed because it is a necessary skill both for researchers and for practitioners of a profession which claims to be founded on a knowledge base and also to locate and summarize the findings of research on a given topic not uncritically but assessing the evidence and for argument to sustain the conclusions The last part of the paper includes some recommendations for the modern managers in order to support them to become highly effective along the sustainable organizational development process.
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Zhang, Haili, Michael Song, Xiaoming Yang, and Ping Li. "What are Important Technologies for Sustainable Development in the Trucking Industries of Emerging Markets? Differences between Organizational and Individual Buyers." Sustainability 12, no. 1 (December 26, 2019): 224. http://dx.doi.org/10.3390/su12010224.
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This article examines perceived importance of sustainable technologies and how organizational buyers and individual buyers differ in their willingness to pay for sustainable technological innovations an emerging market. Extensive field research was conducted to develop the study measures. Using Weber’s step-by-step method of coding, we selected 24 sustainable technologies that are representative of the technological preferences and demands of truck drivers in China. We also conducted pretests with trucking company executives to improve the final survey instrument. We collected data from 510 organizational buyers and 2680 individual buyers. Results show that organizational buyers and individual buyers have similar preferences for 15 of the 24 sustainable technologies. The individual buyers have a significantly higher preference than organizational buyers for sustainable technologies, such as comfort, image, and service attributes. However, the study findings suggest that organizational buyers have a greater preference in the total cost of ownership dimension. Through content analysis of survey responses in China, we identified the most influential and popular sustainable technology in the business-to-business trucking industry in emerging markets, such as China. Our research expands the application of sustainable buying behavior theory to the trucking industry in an emerging market. We suggest management and marketing strategies to sustainable development of trucking industry.
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Zhang, Xiaotang, Haili Zhang, and Michael Song. "Does Social Capital Increase Innovation Speed? Empirical Evidence from China." Sustainability 11, no. 22 (November 15, 2019): 6432. http://dx.doi.org/10.3390/su11226432.
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Past studies have suggested that social capital is a sustainable competitive advantage that leads to sustainable organizational growth and performance. However, few studies have explored how innovation speed moderates the relationship between social capital and sustainable organizational performance in China where the government plays key roles in promoting sustainable development goals. This paper develops a “social capital-innovation speed-performance” framework to investigate the mechanism of social capital influencing innovation speed, which in turn affects sustainable organizational growth and performance. Based on data collected from 125 Chinese firms, hierarchical moderated regression analyses indicate that structural social capital positively affects sustainable organizational performance but has no significant impact on sustainable innovation speed; relational social capital has no significant impact on sustainable organizational performance and is negatively correlated with innovation speed; cognitive social capital positively correlates with sustainable organizational performance and affects innovation speed, and government ties affect sustainable organizational performance and positively impact innovation speed. The study findings suggest that in China, increasing government ties is the most important social capital in creating sustainable organizational growth and performance. Both cognitive social capital and government ties are conducive to accelerating innovation speed, which gives firms a sustainable competitive advantage to achieve sustainable organizational performance.
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Ali, Saqib, Petra Poulova, Fakhra Yasmin, Muhammad Danish, Waheed Akhtar, and Hafiz Muhammad Usama Javed. "How Big Data Analytics Boosts Organizational Performance: The Mediating Role of the Sustainable Product Development." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (December 13, 2020): 190. http://dx.doi.org/10.3390/joitmc6040190.
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Increasing haze pollution and its adverse effects on human health is pressuring academics and practitioners to search for different solutions for environmental sustainability around the world. Similar to other countries, Pakistan is also affected by air pollution, and smog has become a fifth season. In Pakistan, one of the main reasons of smog and air pollution is hazardous emissions from vehicles. As a result, the booming automobile industry of Pakistan is now affected by two major challenges: sustainable product development and organizational performance. To meet these challenges, the study has developed a conceptual model to find the effect of big data analytics on organizational performance by adopting a sustainable development program. For the elimination of standard method biases, the study has used a time lag approach to collect the data in three waves and receive 372 usable responses. The empirical results of PLS-SEM suggest that big data analytics have a positive effect on a sustainable product development and sustainable product development has a positive and significant impact on organizational performance. Moreover, mediation of a sustainable program development is also confirmed between big data analytics and organizational performance. The managerial and theoretical implications of these results are discussed.
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Holt, Richard P. F. "Post-Keynesian economics and sustainable development." International Journal of Environment, Workplace and Employment 1, no. 2 (2005): 174. http://dx.doi.org/10.1504/ijewe.2005.006383.
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Lăzăroiu, George, Luminița Ionescu, Mihai Andronie, and Irina Dijmărescu. "Sustainability Management and Performance in the Urban Corporate Economy: A Systematic Literature Review." Sustainability 12, no. 18 (September 18, 2020): 7705. http://dx.doi.org/10.3390/su12187705.
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In this article, we cumulate previous research findings indicating that organizations advance to superior phases of environmental management development in order to attain corporate sustainability by the use of participative decision-making. We contribute to the literature on corporate sustainability management and performance by showing that the correlation between sustainable development governance, organizational knowledge, sustainable organizational development, and corporate sustainability, which shapes corporate environmental and sustainability management. Throughout June 2020, we conducted a quantitative literature review of ProQuest, Scopus, and the Web of Science databases, with search terms including “corporate sustainability”, “corporate sustainability management”, “corporate sustainability performance”, “sustainability reporting”, “sustainable supply chain management”, “sustainable corporate development”, and “environmental management systems”. As we inspected research published exclusively in the past two years, only 338 articles met the eligibility criteria. By eliminating the findings that were questionable, unsubstantiated by replication, or too general, and due to space limitations, we selected 93, mainly empirical, sources. Future research should investigate whether corporate governance systems, through organizational sustainability practices and performance reporting, can shape operational environmental sustainability and sustainable organizational culture.