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Sustainability
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Sustainability in Learning and Creativity at Work
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Sustainability in Learning and Creativity at Work

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

Deadline for manuscript submissions: closed (31 July 2020) | Viewed by 13386

Special Issue Editors

Dr. Kaija Collin

E-Mail Website
Guest Editor
Department of Education, University of Jyväskylä, Ruusupuisto P.O. Box 35, 40014 Jyväskylä, Finland
Interests: earning at work; professional agency; creativity; inter-professional learning; leadership; HRD
Ms. Soila Lemmetty

E-Mail Website
Guest Editor
Department of Education, University of Jyväskylä, Ruusupuisto P.O. Box 35, 40014, Finland Education, University of Jyväskylä, Ruusupuisto P.O. Box 35, 40014, Finland
Interests: workplace learning, self-directed learning, creative activity

Special Issue Information

Dear Colleagues,

Learning, innovativeness and creativity are important in increasing company’s innovation capacity, meaning especially employees’ skills and motivation. Sustainability in the context of learning has been approached mostly from environmental perspective when learning has been seen as a tool for creating environmental innovations. However, there is little discussion about human and social sustainability in learning. Human and social perspective on sustainability connects people well-being and “maintaining human capital” and can be approached, for instance, as sustainability in learning and creativity in terms of widespread use of learning, application of new knowledge and the reuse of knowledge. The aim of this special issue, Sustainability in Learning and Creativity at Work, is to widen the missing understanding on sustainability in learning that takes place in the context of work.

Sustainability in learning and creativity can be approached from many aspects of sustainability such as human, social or societal. With this special issue, we want to increase the knowledge on aspects that are related to sustainability in learning. We also welcome discussion that contributes to how to enhance and support sustainability with the help of leadership and HRD practices in organizations. Given the importance of the societal and business challenges and complexity, we welcome empirical and theoretical research from diverse and cross-disciplinary perspectives that can focus on the following indicative topics such as:

Defining sustainability in learning and/or creativity in different contexts
Challenges and opportunities for sustainable learning and/or creativity within these contexts
Means to enhance and support sustainability in learning and/or creativity at work
Presenting leadership and HRD tools to support sustainability in learning and/or creativity
Present examples and cases of applied research on sustainability in learning and creativity

Dr. Kaija Collin
Ms. Soila Lemmetty
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • workplace learning
  • creativity
  • innovations
  • sustainability
  • human sustainability
  • social sustainability
  • human resource management
  • leadership

Published Papers (3 papers)

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Research

15 pages, 848 KiB  
Article
The Effects of Abusive Supervision and Motivational Preference on Employees’ Innovative Behavior
by Jian Tian, Yan Peng and Xing Zhou
Sustainability 2020, 12(20), 8510; https://doi.org/10.3390/su12208510 - 15 Oct 2020
Cited by 10 | Viewed by 3193
Abstract
Individual innovative behavior has an important relationship with the sustainable development of an organization. Thus, mostly drawing on social cognitive theory, this study examined the relationship between abusive supervision and employees’ innovative behavior, focusing on the mediating role of creative self-efficacy and the [...] Read more.
Individual innovative behavior has an important relationship with the sustainable development of an organization. Thus, mostly drawing on social cognitive theory, this study examined the relationship between abusive supervision and employees’ innovative behavior, focusing on the mediating role of creative self-efficacy and the moderating role of motivational preference. In an analysis of time-lagged data from three technological, innovation-based enterprises in Shenzhen, this study found that abusive supervision was negatively related to employees’ innovative behavior and that this relationship was mediated by creative self-efficacy. Moreover, motivational preference was found to moderate this relationship as well as that between abusive supervision and creative self-efficacy. Employees with higher levels of motivational preference (i.e., intrinsic motivational preference weighs more than extrinsic motivational preference) are more vulnerable to abusive supervision, causing lower creative self-efficacy performance and less innovative behavior. Alternately, employees with lower levels of motivational preference (i.e., extrinsic motivational preference weighs more than intrinsic motivational preference) are less vulnerable to abusive supervision, thus resulting in a weaker negative relationship between abusive supervision and their creative self-efficacy and innovative behavior. Full article
(This article belongs to the Special Issue Sustainability in Learning and Creativity at Work)
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17 pages, 541 KiB  
Article
How Green Transformational Leadership Affects Green Creativity: Creative Process Engagement as Intermediary Bond and Green Innovation Strategy as Boundary Spanner
by Wengang Zhang, Feng Xu and Xuefeng Wang
Sustainability 2020, 12(9), 3841; https://doi.org/10.3390/su12093841 - 8 May 2020
Cited by 69 | Viewed by 5718
Abstract
Focusing on China’s steel industry, the effect of green transformational leadership on employee green creativity, its underlying mechanisms, and the conditions that govern the situation are examined. The sample analysis of 298 employees working with 46 supervisors from 23 companies indicates that green [...] Read more.
Focusing on China’s steel industry, the effect of green transformational leadership on employee green creativity, its underlying mechanisms, and the conditions that govern the situation are examined. The sample analysis of 298 employees working with 46 supervisors from 23 companies indicates that green transformational leadership positively affects employee green creativity, and creative process engagement plays a mediating role in the relationship of green transformational leadership to employee green creativity. Moreover, the mediated role is moderated by green innovation strategy, which is used as a boundary spanner to affect the whole path linked by creative process engagement, so that this effect is strengthened when the level of green innovation strategy is high, rather than low. The results verify the hierarchical linear hypothesized model, which is helpful to sketch a more complete view of the relationship between green transformational leadership, creative process engagement, green innovation strategy, and green creativity, and to provide beneficial insights for innovative practice and the green management of steel enterprises. Full article
(This article belongs to the Special Issue Sustainability in Learning and Creativity at Work)
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16 pages, 662 KiB  
Article
(Un)Sustainable Creativity? Different Manager-Employee Perspectives in the Finnish Technology Sector
by Soila Lemmetty, Vlad Petre Glăveanu, Kaija Collin and Panu Forsman
Sustainability 2020, 12(9), 3605; https://doi.org/10.3390/su12093605 - 29 Apr 2020
Cited by 12 | Viewed by 4057
Abstract
The importance of creativity for working life and in organizations has increased in recent years. At the same time, the theme of sustainability has been intensely debated in research, society, and organizations. Together, creativity and sustainability have sometimes been described as a contradictory [...] Read more.
The importance of creativity for working life and in organizations has increased in recent years. At the same time, the theme of sustainability has been intensely debated in research, society, and organizations. Together, creativity and sustainability have sometimes been described as a contradictory phenomenon: they are described in ways that place them in opposition to each other. To better understand creativity and sustainability and their differences from the perspective of people in different positions, we take advantage of a sociocultural approach in which we do not focus only on creative individuals but also on the impact of creativity on both organizational stakeholders and society at large. We aim to explore manager and employee descriptions of creativity and its relationship with sustainability at work in the Finnish technology sector, with a particular focus on how they relate to the sustainability of the creative processes and to workplace activities more generally. Based on a thematic analysis of 56 interviews, we found that the managers and employees in Finnish technology organizations described creativity in different ways, looking at the phenomenon from the viewpoints of clients, businesses, society, or colleagues, and had different perspectives on what it means to create, with the former treating creativity as huge innovations and the latter as daily problem-solving. We also found that sustainability in relation to creativity appears either as applying old solutions and thus recycling previous ideas or outcomes or as destroying old products and replacing them with the new (creative destruction). We discuss these partly conflicting discourses at the end of the article and present suggestions for future research. Full article
(This article belongs to the Special Issue Sustainability in Learning and Creativity at Work)
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