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Sustainable Organization through a Prism of Human Capital

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A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Psychology of Sustainability and Sustainable Development".

Deadline for manuscript submissions: closed (1 August 2022) | Viewed by 24549

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Prof. Dr. Agota Giedrė Raišienė

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Institute of Leadership and Strategic Management, Mykolas Romeris University, Ateities g. 20, LT-08303 Vilnius, Lithuania
Interests: organization management; organizational behaviour; human resources management; telecommuting; inter-organizational collaboration

Special Issue Information

Dear Colleagues,

To adapt to a rapidly changing environment and remain sustainable, organizations need to reconcile innovation and organizational management decisions. Such a two-way perspective highlights the importance of human capital and increases the role of human resource management. The pandemic has moved organizations into the future within a few months in the direction of virtual work and it seems that this arrangement is here to stay. In the future, when employees return to their normal workplaces, organizations will have to manage the pandemic-driven altered attitudes and needs of their employees toward work organization, and thus organizations will have to adapt the practices and processes to the “new normal”. One thing is for sure, the world of work after the pandemic will not be the same as before, and human capital’s role in strengthening the sustainability of organizations in the post-pandemic era will be central. Thus, organizations should rethink their management strategies to perform effectively during the pandemic and to prepare for the future.

The aim of this Special Issue is to collect original research papers and literature reviews about interesting aspects of sustainability in organizational management through the prism of human capital. Primary topics are listed below but the list should not limit researchers. We call on authors to explore sustainability in organizational management at all scales.

A Post-Pandemic Workplace

COVID-19 has changed the workplace irreversibly. The fast adaptation of organizations to remote work has become a critical component of resilience and sustainability in the face of the pandemic. Human resource leaders will have to reflect on a variety of pandemic-driven challenges such as implementing more flexible work arrangements (office work, work from home or hybrid), creating new engagement means for remote workers in the era of social distancing, efficient ways of leading virtual teams, sustaining organizational culture in an “empty“ office, etc. Moreover, leaders should find solutions to raise employee consciousness to increase collaboration with the aim of adapting more easily to changing socioeconomic environments and market conditions. It is expected for organizations to rethink their approaches and change their human resource management practices to be more “employee-friendly” and keep their workers engaged, motivated, and ore committed to the workplace.

Employee Health and Wellbeing

Aiming to promote the sustainability of organizations, it is crucial to take care of the health of employees and handle occupational risks. Employee health and wellbeing issues are even more relevant during the COVID-19 pandemic while stress levels are increasing; however, access to a healthy lifestyle should be constrained.

Sustainable Career Management

Emerging and declining jobs due to the shifts in the division of labor between humans and machines, growing work intensification and uncertainty, and blurring boundaries between work and personal life are the new realities for the modern workforce. Business organizations are experiencing growing pressure in dealing not only with physical sustainability (for instance, planet saving) but also human or social sustainability, i.e., preserving and supporting the growth and development of human resources. As a result, sustainability perspectives in career management are gaining momentum in the scientific literature. This refers to the continuity of career experience over time, which provides meaning, learning, and development opportunities to an individual. According to the World Economic Forum (2020), 85 million jobs may be displaced by 2025 while 97 million new roles may emerge. This means a growing need for workforce upskilling and reskilling. Moreover, the youngest generations in the labor market, generation Z and millennials, expect a more sustainable attitude toward their career in terms of work–life balance, flexible working hours, and development opportunities.

Organizational Resilience

Shocks and unpredictable circumstances have required managers to oversee strategies to strengthen organizational resilience with the aim of reducing negative impacts and surviving in the long run. Researchers are called to collect evidence on organizational resilience for sustainability in the business, public, and non-government sectors.

Collaborative Networks and Digital Business Models

The spread of a digital collaboration environment and socio-technical networks of individuals, organizations and technologies fostered the transition of many traditional businesses towards networked digital platforms. More and more organizations promote digital performance and progress towards productivity based on co-creation and digitalization in many countries. This confirms the success of the ongoing 4th industrial revolution and demonstrates the growing need for innovative sustainable business models. On the other hand, features of self-organization, self-evolvement, and symbiosis create constant instability for organization and a possibility for information and resource asymmetry, which causes additional pressure to achieve sustainable management, network supervisors, and incumbents. Thus, the integration of new information and communication technologies and the digital entrepreneurship approach could provide new operational capabilities for small and medium-sized organizations to compete in global markets. In this light, it is important to find an answer as to how digital business models can contribute to the sustainable management of modern organizations.

References & Relevant readings:

AlQershi, N. (2021). Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital. Management Science Letters , 11(3), 1003-1012

Ardebili A.A., Padoano E. (2020). „A Literature Review of the Concepts of Resilience and Sustainability in Group Decision-Making“. Sustainability, 12(7):2602, Doi:10.3390/su12072602

Autio, E., Szerb, L., Komlósi, E.and Tiszberger, M. (2019) EIDES 2019 - The European Index of Digital Entrepreneurship Systems, EUR 29892 EN, Publications Office of the European Union, Luxembourg. ISBN 978-92-76-12269-2, DOI:10.2760/107900, JRC117495.

Bouza, E., Gil-Monte, P.R., Palomo, E. (2020). Síndrome de quemarse por el trabajo (burnout) en los médicos de España, Revista Clínica Española, 220(6), 359-363

Callanan, G.A., Perri, D.F., & Tomkowicz, S.M. (2017). Career Management in Uncertain Times: Challenges and Opportunities. Career Development Quarterly, 65, 353-365.

Camarinha-Matos, L.M.; Fornasiero, R.; Ramezani, J. and Ferrada, F. (2019) Collaborative Networks: A Pillar of Digital Transformation. Appl. Sci, 9, 5431. DOI: https://doi.org/10.3390/app9245431

Channa N.A., Shah S.M.M., Ghumro N.H. (2019). „Uncovering the Link between Strategic Human Resource Management and Crisis Management: Mediating Role of Organizational Resilience“. Annals of Contemporary Developments in Management & HR (ACDMHR). Vol. 1, No. 2, p.p. 15-27. DOI: 10.33166/ACDMHR.2019.02.003

Gečienė J. (2020). „Management of social service organizations and factors of resilience during the extreme situation“. Contemporary Research on Organization Management and Administration, 8(1), 71– 80. doi.org/10.33605/croma-012020-006

Hillmann J., Guenther E. (2021). „Organizational Resilience: A Valuable Construct for Management Research?“. International Journal of Management Reviews, 23, 7–44. https://doi.org/10.1111/ijmr.12239

Kainzbauer, A.; Rungruang, P. Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019. Sustainability 2019, 11, 3938. https://doi.org/10.3390/su11143938

Kay, A.A., Skarlicki, D.P. (2020). Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management, Organizational Behavior and Human Decision Processes, 159,8-20,https://doi.org/10.1016/j.obhdp.2020.02.005.

Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., . . . Vugt, M. v. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63-77. http://dx.doi.org/10.1037/amp0000716

Li, J., Ghosh, R. & Nachmias, S. (2020) A Special Issue on the impact of the COVID-19 pandemic on work, worker, and workplace!? Implications for HRD research and practices in time of crisis, Human Resource Development International, 23:4, 329-332, DOI: 10.1080/13678868.2020.1780715

Li, Y.; Li, X.; Chen, Q.; Xue, Y. Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective. Sustainability 2020, 12, 3175. https://doi.org/10.3390/su12083175

Mamaysky, I., The Future of Work: Exploring the Post-Pandemic Workplace from an Employment Law and Human Resources Perspective (January 19, 2021). UC Davis Business Law Journal, Forthcoming, Available at SSRN: https://ssrn.com/abstract=3769366 or http://dx.doi.org/10.2139/ssrn.3769366

Mitsakis F.V. (2020). „Human resource development (HRD) resilience: a new ‘success element’ of organizational resilience?“. Human Resource Development International. 23(3), 321–328. DOI:10.1080/13678868.2019.1669385

Sánchez-Hernández, M.I.; González-López, Ó.R.; Buenadicha-Mateos, M.; Tato-Jiménez, J.L. Work–life Balance in Great Companies and Pending Issues for Engaging New Generations at Work. Int. J. Environ. Res. Public Health 2019, 16, 5122. https://doi.org/10.3390/ijerph16245122

Sanchis, R., Canetta, L., Poler, R. (2020). „A Conceptual Reference Framework for Enterprise Resilience Enhancement“. Sustainability, 12(4), 1464. https://doi.org/10.3390/su12041464

Satalkina, L. and Steiner, G. (2020). Digital Entrepreneurship and its Role in Innovation Systems: A Systematic Literature Review as a Basis for Future Research Avenues for Sustainable Transitions. Sustainability, 12, 2764. DOI: https://doi.org/10.3390/su12072764

Scavarda, A.; Daú, G.; Scavarda, L.F.; Goyannes Gusmão Caiado, R. An Analysis of the Corporate Social Responsibility and the Industry 4.0 with Focus on the Youth Generation: A Sustainable Human Resource Management Framework. Sustainability 2019, 11, 5130. https://doi.org/10.3390/su11185130

Senyo, P. K., Liu, K. and Effah, J. (2019). Digital business ecosystem: Literature review and a framework for future research. International Journal of Information Management, 47: 52-64.DOI: https://doi.org/10.1016/j.ijinfomgt.2019.01.002

The Future of Jobs Reports, 2020, Worlds Economic Forum. http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf

Turkina, E. (2018) The importance of networking to entrepreneurship:Montreal's artificial intelligence cluster and its born-global firm Element AI. Journal of Small Business & Entrepreneurship, 30:1, 1-8, DOI: https://doi.org/10.1080/08276331.2017.1402154

Vagni, M.; Giostra, V.; Maiorano, T.; Santaniello, G.; Pajardi, D. Personal Accomplishment and Hardiness in Reducing Emergency Stress and Burnout among COVID-19 Emergency Workers. Sustainability 2020, 12, 9071. https://doi.org/10.3390/su12219071

Prof. Dr. Agota Giedrė Raišienė
Guest Editor

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Keywords

sustainable organization management
organizational resilience
human capital
human resources management
employee health and wellbeing
post-pandemic workplace
generational differences and telecommuting
working from home
gender studies
career management
digital transformations
digital business ecosystems
collaborative networks
co-creation and organizational sustainability

Published Papers (8 papers)

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Research

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12 pages, 546 KiB

Open AccessArticle

An Estimation of Consumer Spending on Sport in Lithuania, Its Division between Active and Passive Participation and the Effects of COVID-19

by Themistocles Kokolakakis and Vilma Čingienė

Sustainability 2022, 14(19), 12261; https://doi.org/10.3390/su141912261 - 27 Sep 2022

Viewed by 1694

Abstract

The economic importance of sport has been developing from several methodological origins. Most economic research into the sport economies develops indicators for gross value added (GVA), employment and consumer spending. A further elucidation of the benefits of the sport economy relates to well-being outcomes, either from sport participation or from sport spectating. The added value of this research is that it estimates sport consumer spending in Lithuania into two distinctive strands: active participation (e.g., participating in sport or fitness) and passive participation (e.g., attending sport events). The aim of this research is to link the consumer spending results to the GVA and employment results of the Sport Satellite Account and elucidate the main characteristics of the sport economy and how these are affected by the COVID-19 epidemic. Analysis of the scientific literature, a survey sample in Lithuania consisting of 3506 respondents who spent part of their household budget on sports activities (active or passive), and a specific method of analysis were developed and applied in this research. The research results show that consumer expenditure in sport is divided into passive and active with percentage shares of 17% and 83%, correspondingly. Sport consumption overall accounts for 2.2% of total consumption in Lithuania. Most elements of consumer spending in the passive and active categories are associated with welfare effects. The importance of the analytical framework is that we can explicitly differentiate among categories such as tourism for participation and tourism for spectating, which are associated with different well-being effects. The pandemic affected 53.7% of active sport consumption, a smaller percentage than in the case of passive participation (67.4%). Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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18 pages, 5105 KiB

Open AccessArticle

University–Industry Technology Transfer: Empirical Findings from Chinese Industrial Firms

by Jiaming Jiang, Yu Zhao and Junshi Feng

Sustainability 2022, 14(15), 9582; https://doi.org/10.3390/su14159582 - 4 Aug 2022

Cited by 4 | Viewed by 2305

Abstract

The knowledge and innovation generated by researchers at universities is transferred to industries through patent licensing, leading to the commercialization of academic output. In order to investigate the development of Chinese university–industry technology transfer and whether this kind of collaboration may affect a firm’s innovation output, we collected approximately 6400 license contracts made between more than 4000 Chinese firms and 300 Chinese universities for the period between 2009 and 2014. This is the first study on Chinese university–industry knowledge transfer using a bipartite social network analysis (SNA) method, which emphasizes centrality estimates. We are able to investigate empirically how patent license transfer behavior may affect each firm’s innovative output by allocating a centrality score to each firm in the university–firm technology transfer network. We elucidate the academic–industry knowledge by visualizing flow patterns for different regions with the SNA tool, Gephi. We find that innovation capabilities, R&D resources, and technology transfer performance all vary across China, and that patent licensing networks present clear small-world phenomena. We also highlight the Bipartite Graph Reinforcement Model (BGRM) and BiRank centrality in the bipartite network. Our empirical results reveal that firms with high BGRM and BiRank centrality scores, long history, and fewer employees have greater innovative output. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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17 pages, 706 KiB

Open AccessArticle

A Theoretical Analysis of Managerial Growth in the Context of Organizational Change

by Aušra Kolbergytė and Aistė Dromantaitė

Sustainability 2022, 14(8), 4523; https://doi.org/10.3390/su14084523 - 11 Apr 2022

Cited by 1 | Viewed by 3194

Abstract

In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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15 pages, 607 KiB

Open AccessArticle

Supervisor Leadership and Subordinates’ Innovative Work Behaviors: Creating a Relational Context for Organizational Sustainability

by Kyungmin Kim

Sustainability 2022, 14(6), 3230; https://doi.org/10.3390/su14063230 - 9 Mar 2022

Cited by 8 | Viewed by 2626

Abstract

Under turbulent environmental changes during the pandemic, organizational sustainability requires employees of all levels to perform innovative work behaviors in their daily jobs. Since virtual work environments could deteriorate the quality of collaborative interactions and interpersonal bonds among employees, organizations need to create more relation-focused contexts to trigger innovative behaviors from people. This study aims to explore the influence of supervisors’ relational leadership on the contexts in which subordinates are drawn to innovative work behaviors. Particularly, this study explains the process of this relationship by considering the psychological contract construct as the mediating variable, assuming that the social exchange between employees and the organization influences their decision to perform innovative behaviors. A total of 237 newcomers from a Korean conglomerate participated in the study, and surveys were conducted at two time points for the same participant to detect changes over time. The results showed that the perception of supervisors’ relational leadership was positively related to employees’ performance in innovative work behaviors over time. This relationship was partially mediated by an individual’s perception of employee promises, implying that a sense of obligation towards the organization could be an essential condition for innovative work behaviors. The theoretical and practical implications are discussed. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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23 pages, 1476 KiB

Open AccessArticle

The Evaluation of Business Tools for Encouraging Social Responsibility in Older Consumers

by Egle Jakunskiene and Egle Kazlauskiene

Sustainability 2022, 14(5), 3100; https://doi.org/10.3390/su14053100 - 7 Mar 2022

Viewed by 1564

Abstract

Being close to consumers, retail chains have a considerable influence on the formation of social responsibility in society. By applying various means of encouragement, these entities try to draw the attention of consumers to problems in the society and encourage them to contribute to socially responsible activities. The aim of this research was to evaluate whether the means of promoting social responsibility applied in the biggest retail chains of Lithuania selling alimentary products have an influence on a consumer and encourage them to contribute to the promotion of the idea of social responsibility. Analyses of scientific literature, qualitative approaches based on 482 in-depth interviews, analyses of data obtained during the survey, mathematical–statistical analyses and comparative analyses were applied in this research. This article represents the results of the obtained research and emphasizes the main factors promoting and limiting the social responsibility of consumers. It was identified that the social responsibility of consumers in the field of environmental protection is formed by information provided by business entities, company images and other people surrounding the consumer. Social responsibility in the field of charity and support was influenced by information provided by business entities and other people’s opinions. Furthermore, the article concludes with the development of models showing which elements business entities should orient towards in order to promote the social responsibility of consumers in the field of environmental protection or charity and support. The compiled model can be used by all business subjects acting in the retail trade and trying to encourage users to become involved in socially responsible activities. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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11 pages, 831 KiB

Open AccessArticle

Pro-Environmental Messages in Job Advertisements and the Intentions to Apply—The Mediating Role of Organizational Attractiveness

by Mafalda Pinto Coelho, Francisco Cesário, Ana Sabino and Ana Moreira

Sustainability 2022, 14(5), 3014; https://doi.org/10.3390/su14053014 - 4 Mar 2022

Cited by 6 | Viewed by 3872

Abstract

Environmental sustainability is a concept with increasing importance in the way organizations think and outline their cultures, practices, and business strategies to become more attractive. In this sense, the present study aims to understand whether organizations that publish job advertisements regarding sustainable culture and ecological concerns are perceived as more attractive and generate higher intentions to apply. A quantitative study was made with a sample comprising 443 participants. The results suggested that job advertisements with pro-environmental messages generate a higher organizational attractiveness. In addition, organizational attractiveness does not mediate the relationship between the type of advertisement (green vs. non-green) and intentions to apply. Additionally, the results suggested that individuals with greater individual environmental responsibility and intentions of pro-environmental behavior have a greater intention to apply, facing green job advertisements. The role of organizations in adopting green practices to attract and retain the best talent is also discussed, as well as suggestions for future studies. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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27 pages, 1167 KiB

Open AccessArticle

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

by Aiste Dirzyte and Aleksandras Patapas

Sustainability 2022, 14(1), 488; https://doi.org/10.3390/su14010488 - 3 Jan 2022

Cited by 7 | Viewed by 3547

Abstract

Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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Review

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13 pages, 629 KiB

Open AccessReview

Transition to Digital Entrepreneurship with a Quest of Sustainability: Development of a New Conceptual Framework

by Gedas Baranauskas and Agota Giedrė Raišienė

Sustainability 2022, 14(3), 1104; https://doi.org/10.3390/su14031104 - 19 Jan 2022

Cited by 19 | Viewed by 4661

Abstract

Recent results of the Digital Economy and Society Index (52, 45%) and the European Index of Digital Entrepreneurship Systems (EIDES) (48%) illustrate an improved level of the digital performance in European Union countries and a significant progress towards unlocking the productivity of digital value co-creation and collaborative networks. It is also agreed that the rapid digitalization of the economy and the digital entrepreneurship approach fosters a transition of traditional business models to networked and integrated digital platform business models. Despite the well-recognized benefits of the digital entrepreneurship and the digital business ecosystem, application of emerging technologies and modern business models also brings inevitable sustainable management challenges. The main negative outcomes are in the disruption or exposure of vulnerabilities within collaborative organizational and social networks, the additional socio-technical pressure for both network supervisors and incumbents, and the asymmetry of digital information and resources, etc. Therefore, the present research provides a critical review on the scientific literature, a reconceptualization within the multi-level side effects, and an overview of the influence of the digital entrepreneurship within the sustainability and digital business ecosystem domains. The present paper delineates the sustainable digital entrepreneurship term and the combined conceptual framework of the digital sustainable value cycle. Full article

(This article belongs to the Special Issue Sustainable Organization through a Prism of Human Capital)

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