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Sustainability in Strategic Management and Innovation in the Digital Age

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

Deadline for manuscript submissions: closed (30 April 2022) | Viewed by 19296

Special Issue Editors


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Guest Editor
Department of Management, Dhofar University, Salalah 211, Oman
Interests: entrepreneurship; sustainable development; SMEs; innovation

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Guest Editor
School of Management, Universiti Sains Malaysia, 11800 Gelugor, Penang, Malaysia
Interests: entrepreneurship; management; sustainability; technology

Special Issue Information

Dear Colleagues,

The increasing explosion of digital technologies possibly holds much potential for solving some of society's most conspicuous and major challenges such as resource depletion, scarceness, disparity, and climate change. Connected devices, smart algorithms, and big data support the reformation of supply chains, enable more resource and energy‐efficient consumption, and accelerate the diffusion of sustainable innovation. Moreover, these tools are instrumental for the strategic management of all types of organziations. It is evident that human beings are bound to evolve and innovate, however, this tendency has also negatively impacted the environment and natural resources specially in the last few decades. The measures taken to facilitate businesses and to develop economies have devastating impact on environment. Past few decades have seen a catastrophic growth in the global environmental crisis along with rapid technological development. Keeping the global environmental crisis in view,  there is an utmost need to rethink the existing business models, management policies, and strategies to reverse the damage that has already been done. The prevailing situation has emphasized the importance to review the globalization and growth strategy towards the pursuit of innovative and sustainable models for business development and growth with a special focus on the employment, environmental upgrading, and quality of life in these models. The United Nations’ Sustainable Development Goals (SDGs) are quite relevant in this regard since they aimed at promoting sustainable economic advancement through better levels of production and application of technological advances.

Innovation is deemed as an important factor, which can ensure sustainability and improve the effectiveness of firms. All social and economic processes tend to universally have the political, technological, environmental, and digital trends. Nonetheless, various problems exist in literature relevant to role of digital technologies in the sustainable economic development of startups, SMEs, and large manufacturing firms. Keeping all this in view, this special issue aims to look for empirical and theoretical research that is able to cover a variety of issues that include but are not limited to the following areas:

  • Sustainable economy and entrepreneurial trends in digital era
  • Eco-friendly practices and small family businesses
  • Sustainable business models
  • Strategic management practices in non-profit organizations
  • CSR within strategic management spectrum and sustainability
  • Strategic management tools for sustainable development
  • Changing strategic management paradigms and sustainability
  • Innovation and social sustainability
  • Management and sustainable leadership
  • Sustainable HRM and innovation
  • Cultural antecedents of sustainability and institutional approach
  • Non-traditional methodologies for sustainable development in different spheres (economic, educational, social, etc.)
  • Conceptual understanding of sustainability-driven business models
  • Analysis of the relationship among the development of digital technologies, sustainability-led innovations and open innovation approaches
  • Entrepreneurship, sustainability and consumer behavior
  • Identification of influencing factors linked to the exploitation of sustainability-led innovations by industrial enterprises
  • Sustainability and global supply chain management
  • Ecosystem approaches to sustainable socioeconomic development
  • Developing sustainable industrial/business networks
  • Evaluation of the contribution of digital technologies to innovation ecosystems development: regional, national and local level
  • Education on Sustainability, Climate Change, Society, and Inclusiveness
  • Analysis of the impact of digital technologies on organizational and innovation performances
  • Value creation and value appropriation in green business networks
  • Technology, technological innovation and green entrepreneurship

We look forward to receiving your contributions. 

Dr. Muhammad Salman Shabbir
Dr. Arshad Mahmood
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

  • sustainable development
  • innovation
  • strategic management
  • digitalization
  • technology

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Published Papers (2 papers)

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Research

20 pages, 1169 KiB  
Article
Influence of Digital Transformation Capability on Operational Performance
by Jiatong Yu, Jiajue Wang and Taesoo Moon
Sustainability 2022, 14(13), 7909; https://doi.org/10.3390/su14137909 - 29 Jun 2022
Cited by 29 | Viewed by 10356
Abstract
With the changes in market environments and the development of digital technology, enterprises urgently need to develop the capability to adapt to profound changes in strategy and business processes. Some previous research regarded a digital marketing capability as a digital transformation capability, but [...] Read more.
With the changes in market environments and the development of digital technology, enterprises urgently need to develop the capability to adapt to profound changes in strategy and business processes. Some previous research regarded a digital marketing capability as a digital transformation capability, but other research explained the importance of digital competence to enterprises, from the perspective of resource allocation. However, they could not explain the phenomenon of enterprises on the usage of advanced digital technology to build the capability to refresh or replace the business model and the value creation process. This study constructed the dimensions of a digital transformation capability that contains three hub-factors (sensing, organizing, and restructuring) under the dynamic capability theory. This study collected 162 sets of enterprise data through a survey, and investigated the relationships of an enterprise’s strategy orientation, digital transformation capability, and operational performance by using SPSS and SmartPLS 3. The results show that strategic orientation has a positive impact on a digital transformation capability, and that digital transformation capability has a positive impact on operational performance. In addition, the digital transformation capability plays a mediating role between strategic orientation and operational performance. Doubtlessly, enterprises need to focus on building their own digital transformation capabilities to create new enterprise value. A digital transformation capability will encourage enterprises to integrate their business processes and routines through digital technology to achieve a competitive advantage. Full article
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23 pages, 939 KiB  
Article
Do Strategic Human Resources and Artificial Intelligence Help to Make Organisations More Sustainable? Evidence from Non-Governmental Organisations
by Amal Alnamrouti, Husam Rjoub and Hale Ozgit
Sustainability 2022, 14(12), 7327; https://doi.org/10.3390/su14127327 - 15 Jun 2022
Cited by 26 | Viewed by 7418
Abstract
Uncertainty and a lack of stability are among the difficulties non-governmental organisations face. However, certain strategies for ensuring their performance’s sustainability have not been empirically demonstrated in the literature. Using strategic resource management practises and artificial intelligence, this study examines the effect of [...] Read more.
Uncertainty and a lack of stability are among the difficulties non-governmental organisations face. However, certain strategies for ensuring their performance’s sustainability have not been empirically demonstrated in the literature. Using strategic resource management practises and artificial intelligence, this study examines the effect of organisational learning and corporate social responsibility on the sustainability of non-governmental organisations’ performance. The survey gathered data from 171 participants representing 21 United Nations organisations and 70 non-governmental organisations in Jordan to accomplish this goal. The data were analysed using WarpPLS and PLS-SEM. The study demonstrates that organisational learning, artificial intelligence, strategic human resource management practises, and corporate social responsibility all contribute to the long-term viability of non-governmental organisations. Furthermore, the study discovered that strategic resource management practises and artificial intelligence significantly mediate the relationship between organisational learning and sustainable organisational performance on the one hand, and corporate social responsibility on the other. Finally, the study provides theoretical and practical guidance on how to apply the findings to assist non-profit organisations’ management in utilising organisational learning, corporate social responsibility, artificial intelligence, and strategic resource management practices to help them run their internal operations in a more efficient and sustainable manner over time. Full article
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