Sustainable Organizations

Models and Practices
Erscheinungsjahr 2026
ISBN: 978-3-032-23904-4
Verlag: Springer Nature Switzerland AG

Buch, Englisch, 679 Seiten, Format (B × H): 155 mm x 235 mm

Reihe: Contributions to Management Science

This edited volume explores how managerial perspectives can shape meaningful and satisfying organizational experiences in the context of evolving structures and sustainability challenges. While management research often draws on organizational theories such as institutional or agency theory, the exchange between organization studies and sustainability remains limited. This book bridges that gap by using sustainability as a critical lens through which to understand organizational behavior, legitimacy, and long-term strategy.

Addressing topics such as corporate social responsibility (CSR), corporate citizenship, sustainability strategy implementation, and the management of complex multi-stakeholder relationships, this book emphasizes the need for scholarship that addresses environmental, organizational, and socio-economic issues across multiple levels, advocating for solutions that are integrated, inclusive, and transformative.

Zielgruppe

Research

Autoren/Hrsg.

Valeri, Marco

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Interdisziplinäres Wissenschaften Wissenschaften: Forschung und Information Risikobewertung, Risikotheorie

Inhaltsverzeichnis

Part I: Design organizations for sustainable effectiveness.- Chapter 1 - Organisation reset through governance and strategic management sustainability orientation.- Chapter 2 - Resetting Tourism Intermediation: The Success of Icárion as a Pioneer in Sustainable Management.- Chapter 3 - Redefining Hospitality: A Sustainable Blueprint for the Hotel Industry.- Chapter 4 - Resetting priorities: Social sustainability as a strategic priority for SMEs.- Chapter 5 - Navigating Change in Hospitality: Re-evaluating the Roles of Leadership and Group Dynamics in the Greek Hotel Sector.- Chapter 6 - Knowledge Management and the Adoption of Smart Campus Technologies: a UTAUT Model Analysis.- Chapter 7 - Resilient Frameworks: Embedding Flexibility in Organizational Structures for Sustainability.- Chapter 8- Sustainability as a Driver of Organizational Resilience: Managing Change in the Face of Environmental Challenges.- Chapter 9 - Role of Mindfulness in Organizational Effectiveness.- Chapter 10 - Transformation of Organizational Structure in the Age of Digitalization.- Part II: Corporate sustainability on organizational processes.- Chapter 11 - Integrating AI in Financial Strategies for Sustainable Organizational Effectiveness: Pathways to Long-term Growth and Environmental Resilience.- Chapter 12 - Sustainable Luxury: Rethinking the Fashion Supply Chain.- Chapter 13 - Sustainable Organizational Practices: Integrating Multi-Level Stakeholder Engagement for Systemic Change.- Chapter 4 - AI-Driven Hotel Management: A Path to Sustainable Effectiveness.- Chapter 15 - Governance Models for Common Pool Resources in the Blue Economy: Integrating Traditional and Institutional Approaches for Sustainability.- Chapter 16 - Fostering Sustainable Innovation: The Role of Universities in Developing Green Algorithms.- Chapter 17 - Leadership in AI and Sustainability: Driving Collaborative Green Innovation.- Chapter 18 - Mediating role of the organizational citizenship behavior in the relationship between CSR and environmental performance.- Chapter 19 - Organisational Sustainability in Volunteer Tourism: Impact on Destination Image and Multistakeholder Relationship Management.- Part III: Organizational Productivity and Effectiveness.- Chapter 20 - Participatory Action Research (PAR) in Business Knowledge: A qualitative dynamic model of documentary construction (QDMDC) to facilitate comprehension of sustainability businesses.- Chapter 21 - Strategic Role of Skill Education in Shaping an Industry-Ready Workforce for Organizational Productivity and Effectiveness.- Chapter 22 - One Health: A Social and Operational Perspective.- Chapter 23 - Differences of opinion about home office.- Chapter 24 - Assessing CSR Authenticity in Tourism: Implications for Brand Trust and Loyalty.- Chapter 25 - Fostering intrinsic motivation to combat workplace abuse and improve employee performance.- Chapter  26 - Tug of War on flexibility. Why will Hybrid Work be the sustainable solution?.- Chapter 27 - Innovating Guest Experiences: Sustainable Design Thinking for Organizational Success in Hospitality and Tourism Industry.- Chapter  28 - The impact of ergonomic workstations on workers' physical health and work efficiency.- Chapter  29 - Performance Management and Continuous Improvement.- Part IV: Case studies.- Chapter 30 - Factors influencing car purchasing decisions - the case of Slovakia and Romania.- Chapter 31  - Enhancing organizational sustainability in public service: A citizen-centric approach to quality management in Greece’s Citizens’ Service Centres.- Chapter 32 - Management of Green Innovations in Small and Medium-Sized Enterprises in Central Europe.- Chapter 33 - Social workscape and personal health information sharing: A qualitative study in Japan.- Chapter 34 - Sustainability-based adaptation of companies to climate change: A resilient proposal for the Basque Country’s infrastructure transformation in the energy sector.- Chapter 35 - Resetting Corporate Events: A Qualitative Study on Sustainable Practices in Portugal’s Luxury Hotels.- Chapter 36 - Economic Efficiency of Coworking Centers in Slovakia and Selected Countries: A Comparative Analysis of Operational and Financial Metrics.- Chapter 37 - Bridging the competency gap: enhancing workforce skills for transition to a Circular Economy - the case of Slovenia.- Chapter 38 - Creative Hubs. Catalysts within Creative Urban Spaces.- Chapter 39 - Practising What We Preach? Corporate Social Responsibility Disclosure of Listed Companies in Fiji Before and After COVID-19.

Über Autor(innen)

Marco Valeri is Associate Professor of Organizational Behavior at Niccolò Cusano University (Rome, Italy). His research focuses on strategic management, sustainability, leadership, and international hospitality. He has contributed extensively to studies on organizational design, knowledge management, crisis management, and family business strategy. Marco Valeri is also involved in international academic collaborations and serves on editorial boards in entrepreneurship, organizational design, tourism and hospitality management.