Fostering Organizational Sustainability Through Employee Collaboration: An Integrative Approach to Environmental, Social, and Economic Dimensions

Abstract

This study aims to develop a multifaceted conceptual basis for employee collaboration with regard to promoting organizational sustainability, which encompasses environmental, social, and economic dimensions. Employing a mixed-methods framework, the study integrates a thorough literature review with a qualitative content analysis. A distinctive feature of this investigation is its emphasis on incorporating collaborative methodologies into sustainability strategies across various organizational frameworks, illustrating how collaboration can be refined through adaptive leadership, interdisciplinary teams, and digital technologies. The results indicate that organizations characterized by a robust collaborative culture demonstrate greater success in fostering sustainable innovations, minimizing environmental repercussions, and enhancing employee engagement. Furthermore, the study introduces a novel model that correlates collaboration with operational sustainability, taking into account diverse levels of resource sharing, leadership engagement, and employee empowerment. By focusing on actionable strategies, this research provides novel insights into how adaptive leadership, digital tools, and shared responsibility can transform collaboration into a driver of sustainability. This research enriches the existing body of literature by presenting an evidence-based framework for cultivating sustainable organizational cultures and provides valuable insights for prospective research on harnessing collaboration to attain long-term sustainability goals.

1. Introduction

In today’s rapidly changing world, sustainability has become a critical focus for organizations aiming to ensure long-term success while minimizing negative impacts on society and the environment [1]. Employee cooperation is gaining increased recognition for its vital role in fostering organizational sustainability [2]. When collaboration is deeply embedded within an organization’s culture, it leads to innovative, efficient, and holistic approaches to sustainability, addressing social, environmental, and economic dimensions [3,4]. Sustainability is not only a growing concern for businesses, but also for researchers, policymakers, and global organizations. This concern is reflected in the growing body of literature that spans multiple disciplines, examining how organizations can integrate sustainability into their operations [5,6]. The challenges surrounding sustainability are multifaceted, requiring increasingly sophisticated solutions.

Collaboration among employees is critical to achieving sustainability goals [7]. A collaborative culture fosters knowledge sharing, cross-functional teamwork, and innovation. These factors are essential for developing sustainable practices that can address complex, long-term challenges [8]. For example, reducing waste, optimizing energy consumption, and improving product life cycles are all tasks that benefit from collective problem-solving and shared expertise. Organizations that embed collaboration into their corporate culture are more likely to develop solutions that integrate sustainability into everyday practices, leading to more sustainable outcomes [9,10].

Sustainability encompasses various dimensions—environmental, social, and economic [11,12]. Environmentally, it requires organizations to adopt practices that minimize their ecological footprint, such as reducing emissions, conserving resources, and mitigating pollution [13]. Socially, sustainability refers to fair labor practices, inclusivity, community engagement, and employee well-being [14,15,16]. Economically, it demands that businesses remain financially viable while ensuring their practices do not jeopardize future resources [17]. In order to achieve these complex goals, the internal culture of organizations must evolve, emphasizing collaboration, shared responsibility, and collective action [18,19].

Collaboration at all levels of an organization is crucial for fostering innovation in sustainability efforts [20]. A hierarchical approach to problem-solving often results in siloed thinking and the lack of a holistic view [21,22,23]. In contrast, when employees from different departments or areas collaborate, they bring diverse perspectives and expertise to the table, leading to more comprehensive and effective solutions. A strong culture of collaboration encourages open communication, adaptability, and a willingness to experiment with new ideas, all of which are critical for sustainability [24].

For organizations to remain competitive in today’s globalized, environmentally conscious market, they must adopt the characteristics of a learning organization [25]. A learning organization is one that constantly evolves, absorbing new information, adapting to changes, and encouraging continuous improvement [26,27,28]. In the context of sustainability, this means being open to new technologies, practices, and policies that promote ecological balance, social justice, and economic growth. It also involves the cultivation of personal mastery among employees, meaning that individuals are motivated to improve both professionally and personally [29,30,31].

In a learning organization, collaboration is a key element, as employees share knowledge and work together to develop sustainable solutions [32,33]. This requires the creation of an open culture where employees are encouraged to express ideas, experiment with new approaches, and engage in continuous learning [34,35,36,37]. The role of leadership is also crucial in fostering this environment. Leaders must not only model collaborative behavior but also create structures and processes that facilitate collaboration [38,39,40,41]. They must also emphasize the importance of sustainability in organizational goals and encourage employees to think beyond short-term gains to consider the long-term impacts of their actions [42,43].

While the benefits of collaboration are clear, fostering a culture of cooperation within organizations is not without its challenges. One of the primary obstacles is the traditional hierarchical structure of many organizations, which can hinder open communication and the free flow of ideas. Employees may be reluctant to share knowledge or collaborate with others if they perceive that doing so could jeopardize their personal success or if they feel that their contributions are not valued. Overcoming these barriers requires a shift in organizational mindset and leadership that prioritizes collective success over individual achievements [44].

Furthermore, the increasing demands on employees, both in terms of workload and the expectation to collaborate across functions, can lead to burnout and fatigue. This is particularly true in organizations that do not have the necessary support systems in place, such as clear processes for collaboration or recognition systems that reward team-based achievements [45]. Employee well-being is crucial for fostering long-term collaboration, and organizations must address these challenges if they are to succeed in creating a culture of sustainability [46].

Another challenge is the integration of sustainability into the existing organizational structure. Many companies view sustainability as a separate function, which is often handled by a specific department such as the corporate social responsibility (CSR) department [47,48,49]. However, to truly achieve sustainability, it must be embedded in every aspect of the organization, from supply chain management to marketing and human resources. This requires a high level of coordination and collaboration between departments, as well as a shared understanding of sustainability goals [50]. Stakeholder theory has been applied in both sustainability and collaboration research, highlighting the need for organizations to consider the interests of all stakeholders, both internal and external, in their decision-making processes [51].

The relationship between employee collaboration and sustainability has been well documented. Organizations that are able to foster a strong collaborative culture are more likely to succeed in their sustainability efforts. Collaboration not only leads to more innovative solutions but also enhances employee engagement and commitment to organizational goals. When employees feel that they are part of a team working toward a common purpose, they are more motivated to contribute to sustainability initiatives [52].

Furthermore, a collaborative culture helps to build resilience within organizations. Sustainability challenges, such as climate change and resource scarcity, are complex and unpredictable [53]. Organizations that foster collaboration are better able to adapt to these challenges, as they can draw on the collective knowledge and expertise of their employees [54]. This ability to adapt and innovate is crucial for long-term success in a rapidly changing world [55].

Employee collaboration also plays a crucial role in the implementation of sustainability policies. For these policies to be effective, they must be embraced by employees at all levels of the organization. A culture of collaboration ensures that employees are actively engaged in the process, from the development of policies to their implementation. This engagement leads to greater awareness of sustainability issues and a stronger commitment to addressing them [56].

This literature review demonstrates a rich exploration of the multifaceted nature of employee collaboration and sustainability. However, to ensure that the analysis is aligned with the study’s focus, this review emphasizes the key elements most relevant to operational sustainability. Specifically, this study narrows its scope to examine how adaptive leadership, interdisciplinary teamwork, and digital tools enable collaboration to drive sustainability outcomes. By concentrating on these dimensions, this research distinguishes itself from prior studies by not only analyzing general collaboration practices but also providing actionable strategies tailored to diverse organizational contexts. While previous studies extensively discuss the theoretical underpinnings of collaboration and its potential, this research builds upon these insights to offer a practical and scalable framework. The proposed model uniquely integrates environmental, social, and economic sustainability dimensions with organizational culture and leadership dynamics. This approach bridges the gap between conceptual frameworks and real-world applications, addressing the pressing need for actionable methodologies in the field.

In the scientific literature on sustainability goals, it is always emphasized that not only individual organizations but also every individual employee is a participant in the sustainability program. In this context, a space opens up for togetherness, providing an opportunity to mutually recognize and address sustainability issues and to collaborate to bring about desired changes. This study aims to develop a multifaceted conceptual basis for employee collaboration in promoting organizational sustainability, which encompasses environmental, social, and economic dimensions.

2. Methodology

This research investigates fundamental facilitators and obstacles to efficacious collaboration while evaluating their influence on sustainability outcomes. Utilizing a qualitative research methodology, this investigation applies techniques that are particularly adept at elucidating the intricacies of organizational contexts and the diverse dimensions of sustainability issues. Qualitative methods allow for a nuanced understanding of how collaboration unfolds within specific organizational contexts and the factors influencing its effectiveness. This approach provides a rich basis for exploring theoretical insights, offering a multidimensional view of collaboration’s role in operational sustainability.

Research Framework and Data Collection: Our investigation employs a mixed-methods framework that integrates a systematic literature review with qualitative content analysis.

The mixed-methods framework, as outlined by Creswell and Plano Clark [57], is a widely recognized approach that combines quantitative and qualitative techniques to provide a comprehensive understanding of complex phenomena. In this study, it was selected to integrate the results of a systematic literature review with qualitative content analysis, offering both breadth and depth in examining the role of collaboration in organizational sustainability.

Content analysis, a foundational qualitative research method described by Krippendorff [58], was utilized to systematically examine textual data from the literature. This approach allowed the identification of recurring themes and patterns, enabling the development of a conceptual model that links collaboration practices to operational sustainability. The process involved coding textual data, categorizing said data into thematic groups, and iteratively refining the categories to ensure analytical rigor and alignment with the study’s objectives.

Benchmarking, as defined by Cole [59], served as a comparative tool to evaluate sustainability practices across various organizations. This technique involved analyzing case studies to identify best practices and typical challenges, facilitating the generalization of findings. Benchmarking’s role in this research was twofold: to validate the conceptual model against real-world applications and to highlight sector-specific nuances that inform the practical relevance of the proposed approach.

This literature review focuses on identifying recurring themes and concepts related to collaboration and sustainability, drawing on diverse sources to cover environmental, social, and economic dimensions. By analyzing seminal works and recent studies, the literature review establishes a foundational understanding of collaborative practices in sustainability contexts. This process also informs the development of a novel model, which connects collaboration to operational sustainability by analyzing factors such as resource sharing intensity, leadership participation, and employee empowerment.

The content analysis was conducted in several structured stages to dissect and synthesize key themes from the reviewed literature.

Identification of Activity Areas and Actors: In the initial stage, texts were examined to identify core areas of activity within sustainability, namely environmental, social, and economic domains. Each identified area was further analyzed to pinpoint the primary actors and influencing factors associated with collaborative practices, providing a clear mapping of organizational and stakeholder roles across sustainability domains.

A second analysis phase focused on identifying patterns and relationships within the reviewed material to inform the development of a conceptual model. This model connects collaboration to operational sustainability through dimensions such as resource-sharing intensity, leadership participation, and employee empowerment. The model’s structure was iteratively refined based on recurring themes and validated with insights from key sources, which allowed for a theoretical framework that aligns collaboration practices with sustainable organizational operations.

To synthesize findings across diverse organizational settings, benchmarking was applied. This comparative analysis consolidates cases and highlights emergent trends within the dataset, facilitating the identification of best practices and typical challenges in collaborative sustainability efforts. Benchmarking allowed for the detection of sector-specific trends, aiding in the generalization of findings while respecting contextual nuances.

To uphold methodological rigor, this research utilized triangulation, a systematic technique wherein insights derived from various data sources were meticulously cross-referenced. This methodological strategy enhanced the credibility and profundity of the findings by offering multiple viewpoints on critical themes and facilitating the verification of recurring patterns. Furthermore, benchmarking was undertaken to fortify the reliability of the identified trends, allowing for comparative analysis across disparate cases and aligning the research outcomes with established sustainability practices across diverse organizational frameworks. This integration of triangulation and benchmarking not only substantiated the study’s results but also ensured their relevance to a wide spectrum of sustainability-oriented organizational environments.

3. Results

People collaborate not only to achieve common goals that they cannot reach individually but also to help the entire organization improve and reach desired outcomes, which can be achieved by relinquishing personal benefits. According to the current Lithuanian Language Dictionary (2021), collaboration is defined as working together, pooling intellectual efforts, helping one another by uniting, and acting collectively. In the Universal Lithuanian Encyclopedia, A. Čiužas defines collaboration as joint work among individuals or social groups aimed at realizing each other’s needs: “Collaboration, the communication of individuals or social groups to help fulfill one another’s needs” [60]. K. Kokubun, Y. Ino, and K. Ishimura [61] argue that employee collaboration is most needed during crises, such as the coronavirus pandemic. Sanchez et al. and Wiroko et al. highlight that only true and assured collaboration among employees strengthens personal commitment to the company [62,63]. As A. Hargreaves states, the theory of collaboration suggests that collective communication is part of teamwork, and is used to organize collective activities and align efforts, unifying individual contributions [64]. The concept of collaboration is presented in the

Table 1. The concept of collaboration.

Author(s)	Definition
Mikutienė, R., Slušnienė, G. (2021) [64]	Collaboration is defined as social interaction that creates a new democratic culture in all areas of social life.
Hargreaves, A. (2019) [65]	Collaboration is a form of social interaction used to organize joint partner activities, align actions, unify individual efforts, and develop systems of cooperation, as well as foster relationships of social collaboration and mutual assistance.
Carpenter, D. (2018) [66]	Collaboration means absolute equality, mutual respect, sharing knowledge, and information. It involves seeking the best work methods and collective decision-making, recognizing the individuality of the family and the uniqueness of the child.
Valinevičienė, G., Starkutė, J. (2018) [67]	Collaboration is a phenomenon where a certain number of people with cognitive, social, and reflective abilities work together in homogeneous or heterogeneous groups, based on free will, towards a common goal.
Topping, K., Wolfendale, S. (2017) [68]	Collaboration is the pursuit of a common goal, sharing tasks, and aligning different attitudes and interests.
Perc, M., Jordan, J.J., Rand, D.G. (2017) [69]	Collaboration is typical among individuals who are willing to sacrifice personal gain for a common goal and work together to achieve what they cannot accomplish alone.
Juknevičienė, V., Bersėnaitė, J. (2016) [70]	Collaboration is the process by which organizations’ capabilities, intellectual potential, and competencies interact and are utilized to make joint decisions, carry out activities, and achieve a common goal while adhering to shared rules, norms, principles, and values.
Stulgienė, A., Ciutienė, R. (2014) [71]	Collaboration is a relationship between two or more parties working together to achieve common goals. It is similar to teamwork, but it goes beyond simply working together—it is a philosophy.

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Stulgienė and R. Čiutienė identified several concepts closely related to collaboration, each with distinct characteristics. Collaboration is marked by a very high level of trust, and manifests via the sharing of resources, risks, responsibilities, and rewards, formal relationships, and long-term commitment. Cooperation, while similar, involves a high level of trust but slightly less sharing of resources and responsibilities, involving both formal and informal relationships, and also requiring long-term commitment. Coordination features a moderate level of trust, minimal sharing of resources, and formal relationships, with a medium-term commitment. Communication, in contrast, requires a high level of trust but no mutual resource sharing, with informal relationships and short-term commitments. Lastly, partnerships typically involve low-risk, defined but uneven role distribution, limited commitments, and formal relationships, with restricted resource investment to support members. These concepts highlight varying degrees of trust, resource sharing, and commitment in organizational interactions.

Collaboration can be both temporary or permanent, private or public, formal or informal [72,73,74,75]. D. Roberts, R. Wyk, and N. Dhanpat [76] identified five key elements that form the foundation of collaboration:

• Common Purpose: A shared goal is essential for attracting and retaining members in the group, as it provides a sense of purpose.
• Reciprocity: The benefit gained by members, whether for themselves or others, particularly in the exchange of knowledge, makes collaboration valuable to participants.
• Enabling Environment: A supportive environment, often influenced by leadership and management style, facilitates goal achievement and creates a positive atmosphere where members feel comfortable communicating.
• Trust: Trust is one of the most frequently cited factors when it comes to fostering collaboration. It enhances openness and creates confidence that other members will fulfill tasks and agreements honestly.
• Personal Traits: Individual characteristics can either encourage or hinder collaboration. Members may have diverse personalities, but key traits such as openness to communication, teamwork, and the ability to understand others’ perspectives, values, and cultural norms are vital for strengthening relationships within the group. It is important that members feel understood, accepted, and open within the team.

The concept of social capital, as introduced by Putnam [77] and expanded by Woolcock [78], provides an analytical lens that enhances the study’s exploration of collaboration in promoting organizational sustainability. Social capital, defined as the networks, norms, and trust that facilitate cooperative action, aligns with the study’s focus on how employee collaboration fosters sustainable practices. Its division into bonding, bridging, and linking capital offers a nuanced understanding of the various layers of collaboration within and beyond organizations.

Bonding capital, which reflects strong ties within closely knit groups, is critical for fostering trust and cohesion among employees working on shared sustainability objectives. This form of social capital ensures that teams operate effectively, leveraging mutual understanding and shared values to achieve common goals. Bridging capital captures the connections between diverse groups, such as interdisciplinary teams or partnerships between departments. These networks are vital for generating innovative solutions to complex sustainability challenges by combining varied perspectives and expertise. Linking capital extends the scope of collaboration to connections with external stakeholders and power structures, such as leadership roles and institutional networks. Leaders who leverage linking capital can secure resources, align strategic goals, and influence broader sustainability agendas.

The study’s conceptual model, which is described below, can be enriched by explicitly integrating the dimensions of social capital. Bonding capital underpins the internal dynamics of collaboration within employee teams, while bridging capital facilitates cross-departmental and interdisciplinary collaboration. Linking capital, on the other hand, highlights the role of leadership in connecting organizational efforts to external sustainability initiatives and institutional frameworks. These dimensions collectively enhance the model’s ability to explain how collaboration drives sustainability across environmental, social, and economic domains.

Organization with strong bonding capital might report high levels of employee engagement and trust, leading to more effective resource-sharing practices. Bridging capital could manifest in the form of collaborative projects that unite diverse departments to innovate sustainable solutions, such as reducing waste or optimizing energy use. Linking capital might enable leaders to engage external partners and stakeholders, scaling sustainability efforts and securing institutional support. Factors determining the success of collaboration and barriers to successful collaboration are presented in the

Table 2. Factors determining the success of collaboration and barriers to successful collaboration.

Factors Determining Collaboration Success	Barriers to Successful Collaboration
Identifying shared goals	Susceptibility to external disruptions
Acknowledging shared accountability	Self-interested behavior
Maintaining balanced power dynamics	Complexity of interactions or high transaction expenses
Readiness to share data and resources	Divergent perceptions of risks and varying levels of risk tolerance
Establishing clear expectations, commitments, and defined roles	Uneven distribution of costs and benefits
Implementing evaluation and feedback mechanisms	Cultural or organizational challenges to maintaining control
Resolving conflicts effectively	Unstable membership or frequent staff turnover

Sources: [79,80,81,82,83].

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Some researchers also provide more detailed explanations of the skills necessary for successful collaboration [84,85,86].

The concept of sustainability encompasses three main objectives: economic sustainability, which relates to profitable activities; social sustainability, which focuses on the well-being of employees and society; and environmental sustainability, which focuses on responsible resource consumption [87]. Research indicates that stakeholders can motivate companies to integrate their goals into daily activities and engage in sustainable innovations [88,89]. Collaboration management structures play a crucial role in sustainability initiatives [90,91] and involve relationships among participants who form the appropriate structure [92].

According to Rawashdeh (2018), providing incentives and recognition based on environmental performance influences employees’ willingness to participate in green projects [93]. However, creating a green reward system can be challenging, as it is difficult to accurately and effectively assess environmentally friendly behavior and performance [94].

This serves as a guide for management in the manufacturing industry, supporting companies’ efforts to achieve sustainable production [94,95,96,97,98]. Certain elements of employee collaboration culture are particularly important for achieving operational sustainability, as they create an environment where employees work effectively together, innovate, and take collective responsibility for sustainable practices. Key dimensions and practices for building a collaborative and sustainable organizational culture are presented in the

Table 3. Key dimensions and practices for building a collaborative and sustainable organizational culture.

Key Values and Mission	Sustainability-Based Leadership	Employee Empowerment	Fostering an Innovation Culture	Community Engagement	Promoting Corporate Social Responsibility (CSR)	Adaptability to Sustainability Challenges
The organization defines success not only by financial outcomes but also by its social and environmental impact.	Employees actively participate in and support sustainability initiatives, demonstrating a commitment to these principles. Leadership involves employees in decision-making processes.	Employees are empowered to take responsibility for sustainability initiatives and are encouraged to lead efforts that align with the company’s sustainability goals.	Innovation culture is encouraged, meaning that employees are motivated to collaborate on creative solutions to sustainability challenges.	Collaboration with stakeholders ensures that sustainability efforts align with broader societal goals and community needs.	CSR practices are integrated into the business model, ensuring the organization contributes positively to society and the environment.	The organization is structured to be adaptable, allowing it to quickly respond to emerging sustainability challenges and opportunities.
Additional Information	Sustainability goals are integrated into all business processes—from product design and development to supply chain management and customer service.	Employees are given the resources, training, and authority to initiate and manage sustainability projects within their areas of expertise.	The organization supports risk-taking and experimentation in sustainability-related innovations, fostering a culture of continuous improvement.	Regular dialog and partnerships with community groups, local governments, and NGOs strengthen the organization’s commitment to sustainability.	CSR programs are transparent, regularly reviewed, and aligned with both corporate and societal goals for long-term impact.	Adaptability mechanisms include scenario planning, proactive risk assessments, and a culture of flexibility, ensuring that organizations are prepared to tackle sustainability challenges.

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This table outlines the main values, leadership approach, and strategic focus on sustainability. It highlights how empowering employees, fostering innovation, engaging with the community, and promoting CSR all contribute to an organization’s ability to adapt to and lead sustainability efforts. Managing collaboration challenges: problems and solutions for managers are presented in the

Table 4. Managing collaboration challenges: problems and solutions for managers.

Problem	Solution for Managers
1. Collaboration Resources: Employees contribute resources in three categories—informational, social, and personal. Each is important, but valued differently, as some require more effort, time, and energy than others.	Simplify and distribute responsibilities equally: Ensure that the burden is shared fairly among team members. Recognize and reward contributions based on the value and effort of the resources provided.
2. Time Management for Collaboration: Overworking employees with too much collaboration can lead to burnout, stress, and fatigue. It is crucial to monitor how much time employees spend working collaboratively.	Track collaboration time: Use a calendar where both employees and managers can monitor the time spent on collaboration. This helps employees balance their workload and prevents burnout, while allowing managers to observe contributions and ensure proper workload distribution.
3. Employee Behavior: Employees may struggle to make decisions, refuse or challenge tasks, or contribute meaningfully, depleting their resources and reducing their willingness to collaborate.	Encourage decision-making autonomy: Leaders should encourage employees to make their own decisions, allow them to refuse tasks, and provide guidance on prioritization. They should also help to connect employees with those who can contribute more efficiently to the collaboration.
4. Difficulty Sharing Resources: Transferring informational and social resources can be time-consuming, delaying collaborative work.	Utilize technology: Implement tools such as software programs or websites to streamline communication and resource sharing. Designate physical spaces dedicated to different collaborative tasks to increase efficiency.
5. Overburdening a Key Collaborator: One highly involved employee may be overloaded with tasks, preventing others from fully participating in collaboration.	Restructure decision-making rights: Shift decision-making authority to the appropriate individuals, and ensure tasks are distributed across the team, rather than relying too much on a single employee. Focus on a balanced distribution of responsibilities among all members.

Sources [99,100,101,102,103,104,105,106,107,108,109,110,111,112,113,114].

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This table outlines the problems related to collaboration management and the practical solutions managers can implement to ensure effective teamwork, prevent burnout, and foster a more balanced, efficient collaborative environment. The table highlights key challenges related to collaboration management and provides practical solutions that managers can implement to foster an effective and balanced collaborative environment. The outlined issues and their solutions show that collaboration, while essential for organizational success, can become a source of inefficiency and frustration if not managed properly. Efforts to achieve any kind of sustainability will be undermined without equity, security, and responsible production, from both an environmental and social viewpoint and in relation to a sense of belonging and community. Below are some key insights and comparisons with other research findings.

The classification of collaboration resources into informational, social, and personal categories aligns with the work of Nahapiet and Ghoshal [115], who emphasized the importance of “social capital” in knowledge sharing and collaboration. The importance of social capital is the collective trust that helps community members evaluate and validate knowledge as it evolves. Corporate social behavior positively influences organizational performance and the social capital immaterial resource of a firm affects the firm’s performance. Just as Cross, Rebele, and Grant [116,117] suggest equal distribution of responsibilities and proper recognition of contributions, Nahapiet and Ghoshal argue that organizations must create mechanisms to ensure equitable access to resources and fair distribution of tasks to enhance collaboration.

The issue of employee burnout due to excessive collaborative demands resonates with the findings of Sull, Sull, and Bersin [118], who noted that over-collaboration is a growing issue in many organizations, leading to decreased productivity and job satisfaction. The proposed solution—tracking collaboration time through calendars—can be seen as a practical response to these concerns. Other research, such as that by Bailey and Kurland [119], also emphasizes the need for structured collaboration time to ensure that employees maintain a healthy work–life balance.

Encouraging decision-making autonomy is a recurring theme in collaboration research. As echoed by Edmondson, psychological safety within teams fosters an environment where employees feel empowered to make decisions, voice concerns, and contribute without fear of judgment [120]. This aligns with Cross et al.’s solution, which advocates for leaders to empower employees to take ownership of their collaborative roles, boosting engagement and effectiveness.

The difficulty in sharing informational and social resources reflects the increasing complexity of communication in modern workplaces, as highlighted by Hinds and Mortensen [121]. Technology-based solutions, such as collaboration software and designated physical spaces, have been widely endorsed by various researchers [122,123,124,125,126,127] to facilitate smoother communication and faster information exchange, reducing inefficiencies and delays in collaborative tasks.

The problem of over-relying on a few key employees for collaboration is reflected in the findings of Gratton and Erickson [128], who observed that collaboration bottlenecks often occur when too much responsibility is placed on a small group of individuals. Cross et al.’s solution, which involves redistributing decision-making authority across the team, addresses this issue by promoting a more balanced approach to collaboration, preventing burnout and enhancing overall team performance.

The conclusions drawn from Cross, Rebele, and Grant’s work share similarities with the broader body of research on collaboration dynamics. Studies by Kahn on employee engagement [129], for instance, emphasize the need for clear roles, adequate resources, and open communication channels—principles that are instrumental to the table’s proposed solutions. Additionally, Dyer and Singh’s [130] research on relational capabilities highlights how trust and equitable resource sharing are fundamental to successful collaboration, reinforcing the notion that imbalances in power, responsibility, or resource access can undermine team efforts.

Effective collaboration management involves not only facilitating resource sharing and decision-making autonomy but also addressing the psychological and social dynamics of teamwork. Compared to the work of other scholars, the solutions presented in the table reflect a growing consensus on the need for structured, equitable, and technology-enabled collaboration frameworks that support both individual well-being and collective organizational goals.

Table 5. Six-step problem-solving process for enhancing collaboration.

Problem-Solving Process Steps	Description and Expansion
1. Discover and Understand the Problem	Identify and analyze the collaboration process to determine what is hindering effective teamwork. This step involves gathering data, observations, and feedback to fully grasp the issue.
2. Clearly Define the Problem	Clearly articulate the specific problem that is obstructing collaboration. A precise definition helps focus the team’s efforts and avoid misinterpretation of the issue.
3. Investigate the Problem	Examine the root cause of the problem. Determine where the issue originated, how it developed, and what factors are associated with the collaboration breakdown.
4. Select a Solution	Identify the best possible solution. Evaluate the potential impact of various options, consider their feasibility, and choose the approach that can drive the most significant change.
5. Implement the Solution	Commit to executing the chosen solution. Be prepared to face challenges and obstacles during implementation, especially those related to behavior change or process adjustments.
6. Review the Results	Assess whether the desired collaboration outcome has been achieved. Determine if the problem has been fully resolved or if additional adjustments are necessary to refine the solution.

Sources [131,132,133,134,135,136,137,138,139,140,141,142].

below outlines a structured six-step process to identify, analyze, and resolve issues hindering collaboration within organizations. Each step provides a logical framework for addressing obstacles to effective teamwork and enhancing collaborative efforts.

The problem-solving process for enhancing collaboration is a highly effective tool for addressing the complexities of teamwork and communication in organizations. Its focus on clear problem definition, thorough investigation, and solution review ensures that collaboration issues are addressed at their core, leading to sustainable improvements in teamwork. When executed properly, this process can significantly enhance collaboration, foster innovation, and drive organizational success. However, the model requires commitment and a willingness to embrace change, both from leadership and team members, to realize its full potential.

The inclusion of a solution selection and implementation phase ensures that teams consider multiple options and choose the most appropriate one for their specific context. This thoughtful approach reduces the risk of failure during the implementation phase. The final step of reviewing results highlights the importance of feedback and adaptability. In a rapidly changing business environment, it is crucial to regularly assess the effectiveness of solutions and make adjustments when necessary. This iterative process encourages organizations to evolve continuously, improving both their collaborative efforts and their overall performance.

Comparatively, this process shares similarities with other problem-solving frameworks, such as the DMAIC (define, measure, analyze, improve, and control) methodology used in the Six Sigma approach. Both models emphasize a thorough understanding of the problem, followed by analysis, solution development, and implementation. However, this model is particularly tailored toward collaboration issues, with a focus on communication, resource sharing, and employee behavior—factors that are critical for effective teamwork.

While this process is comprehensive, its success depends on proper execution at each stage. A common challenge is the time and resources required to thoroughly investigate and implement solutions, particularly in organizations where quick fixes are often favored. Additionally, organizational culture can pose a barrier, as employees and managers alike may resist change, even when it is necessary for better collaboration. Implementing this process requires strong leadership and a commitment to fostering a culture of openness and continuous improvement. Another limitation is the potential for over-complication in situations where problems may not require such a detailed approach. In smaller, more straightforward teams, some of these steps may seem excessive. Therefore, leaders must be able to assess when to use the full process versus when a simpler approach may suffice.

The role of a manager in collaboration differs from the traditional managerial role, which typically operates within a hierarchical, vertically and horizontally structured environment [143]. According to K. Calvert [144], purposeful leadership can overcome inactivity and foster successful collaboration by creating a shared vision, encouraging effective communication, and building trust among members—these are essential elements. Leaders must demonstrate and enhance positive knowledge-sharing traits. Bolman and Deal [145] point out that leaders do not create intangible illusions and then try to convince others to adopt them; instead, they develop insights based on the goals, aspirations, and needs of their organization. Some managers modernize their organizations, implementing advanced systems or high-performance work models to improve the quality of employees’ work [146]. Leaders or managers, who possess different communication skills that allow them to interact effectively in various contexts, shape the concept of communication within the organization [147,148,149].

Organizational collaboration culture is a complex phenomenon that has developed over a long period, with which employees learn to adapt and identify [150,151,152,153]. According to Hargreaves, collaboration is a continuous process of engagement. The competence of a collaborative culture is part of an organization or community and includes motivational factors, psychological factors, needs, roles, attitudes, integrative factors, communication culture, and methods of activity. Furthermore, collaborative culture is defined as a social connection that creates a new democratic societal culture across all areas of one’s social life [65].

It is believed that employee satisfaction with communication is linked to a better understanding of the organization’s beliefs and interests [154,155,156]. Organizational collaboration culture helps motivate and condition employees to be more at successful work. Therefore, wise leaders use the culture of communication within the organization as a tool to shape their management strategy [157,158,159]. Organizational collaboration culture encompasses the criteria and beliefs shared by influential employees within the organization, which shape the logical understanding of how behavior should be conducted, what is tolerated, and similar considerations. The unwritten rules of organizational collaboration culture define how work and communication should take place within the organization. These ingrained values, norms, and beliefs summarize how the organization prepares for and responds to various situations, and how employees interact with clients and colleagues. Organizational collaboration culture and psychological motivation positively and effectively impact employees’ levels of organizational commitment [160,161,162,163,164]. These unique features will contribute to the development of an organizational collaboration culture that leads to productive and positive organizational growth and solidifies its presence in society.

The development of a collaboration culture can be structured into three key areas: leadership, systems, and behavior. Each of these areas plays a vital role in creating and sustaining a collaborative culture within an organization. Below is an in-depth discussion of these components. Leadership is central to fostering a culture of collaboration [165,166]. Effective leaders model desired collaborative behaviors such as openness, respect, and teamwork. Leadership training programs must emphasize skills like active listening, conflict resolution, and team building to develop these competencies. By implementing 360-degree feedback, leaders are held accountable for their collaboration efforts, receiving input from peers, subordinates, and superiors [167,168]. Additionally, decentralizing decision-making empowers leaders to involve their teams in problem-solving processes, enhancing engagement and ownership. Leadership alignment is essential, as it sets the tone for the organization. If leaders engage in collaboration, their employees are more likely to follow their example. This perspective aligns with modern leadership theories that highlight the importance of participative and transformational leadership in driving employee motivation and engagement [169,170,171,172,173].

Organizations must have systems that support collaboration. Flexibility is crucial, allowing teams to adapt to changes quickly. Implementing communication tools such as Zoom or Microsoft Teams and project management platforms like Asana or Trello facilitates real-time collaboration, transparency, and effective task tracking. Knowledge-sharing platforms further enhance team cohesion and ensure that expertise is accessible throughout the organization. System alignment ensures that collaborative processes are streamlined and efficient. Studies emphasize the critical role of digital tools in supporting cross-functional collaboration, especially in remote or hybrid work settings. These tools foster transparency and ensure that collaboration is not hindered by logistical barriers.

Behavioral alignment focuses on nurturing a collaborative mindset among employees. This begins with onboarding, in which new hires are introduced to the organization’s collaborative values. Regular team-building activities strengthen inter-departmental relationships, while fostering a feedback culture ensures continuous improvement. Aligning behavior is essential for sustaining collaboration. Research on psychological safety highlights that open communication and trust are foundational to successful teamwork. By promoting regular feedback and team building, organizations create an environment where collaboration thrives organically.

To substantiate the effectiveness of the proposed collaborative approach to enhancing sustainability, it is essential to integrate quantitative indicators that measure tangible outcomes. Organizations implementing this model can track metrics such as reductions in energy consumption, waste production, and greenhouse gas emissions. For instance, a company that fosters interdisciplinary collaboration to optimize resource usage might observe a 15% decrease in energy costs and a 20% reduction in waste disposal within a year of adopting the approach. Similarly, improving the efficiency of operations through collaboration could lead to a measurable reduction in water usage, particularly in resource-intensive industries.

Social and economic dimensions of sustainability also benefit from enhanced collaboration. Social indicators include improved employee satisfaction and engagement scores, as collaboration fosters a sense of ownership and inclusivity. Organizations can also monitor diversity within collaborative teams, aiming for equitable representation as a metric of social progress. Economically, key metrics such as operational cost savings, increased revenue from sustainable product innovations, and improved employee retention rates offer concrete evidence of success. For example, a pilot study of the proposed model in a manufacturing firm could demonstrate a 10% increase in employee retention and a 25% growth in revenue attributed to eco-friendly product lines. To measure the impact of collaboration on sustainability, a structured framework for data collection and analysis is recommended. Organizations can adopt tools like the Global Reporting Initiative (GRI) standards or design custom dashboards to regularly track sustainability metrics. This framework would include periodic audits to monitor key performance indicators (KPIs) such as resource efficiency, team innovation outputs, and employee well-being indices. A comparative analysis of pre- and post-implementation data could provide clear evidence of the approach’s impact, identifying areas of success and opportunities for refinement. Regular employee surveys and feedback mechanisms can quantify improvements in workplace culture, highlighting enhanced engagement and satisfaction levels. These quantitative insights reinforce the proposed model’s practical value and provide a robust foundation for further research and application in diverse organizational contexts.

In summary, a strong employee collaboration culture directly enhances operational sustainability by fostering innovation, improving resource efficiency, aligning sustainability goals throughout the organization, and increasing organizational resilience. Collaboration ensures that sustainability is not treated as a separate initiative but as a core aspect of organizational operations, leading to more efficient and long-term sustainable outcomes. The relationship between employee collaboration culture and operational sustainability is synergistic; a strong collaboration culture significantly boosts the effectiveness of sustainability initiatives within the organization. Collaboration encourages a holistic approach to sustainability, where employees recognize the interconnectedness of various operational activities.

By fostering collaboration, organizations can better integrate sustainability into their operations, drive innovation, and create a more resilient business model that benefits both the company and the broader environment in which it operates. A model for promoting organizational sustainability through employee collaboration is presented in Figure 1 below.

Employee collaboration plays a vital role in promoting organizational sustainability by enhancing efficiency, innovation, and resilience. Operational sustainability is achieved when economic, social, and environmental goals are pursued in a way that strengthens the culture of employee collaboration. By aligning these goals with collaborative practices, organizations can create a positive cycle where sustainability efforts reinforce collaboration, and collaboration drives the success of sustainability initiatives. This integrated approach allows for the creation of a more resilient, efficient, and socially responsible organization that is capable of thriving in the long term.

Strengthening employee collaboration culture to achieve sustainability requires creating an environment where sustainability is a shared priority and collaboration is the norm. By aligning sustainability goals with collaborative practices, providing employees with the right tools and training, and recognizing the value of teamwork, organizations can build a strong, resilient culture that fosters operational sustainability and contributes to long-term success.

While the extant body of literature comprehensively investigates the significance of collaboration in fostering organizational sustainability, this review delineates several pivotal deficiencies that impede the efficacious amalgamation of these concepts. For example, numerous studies underscore the criticality of trust and communication within teams yet neglect to elucidate the manner in which these foundational components evolve into more expansive practices, including cross-departmental collaboration and stakeholder engagement. Moreover, the focus on adaptive leadership addresses a significant gap in the existing literature. Prior research frequently depicted leadership as a fixed element; however, this study illustrates that leadership must exhibit dynamism, functioning as a mediator between organizational culture and sustainability initiatives. Adaptive leadership enables the transference of collaborative endeavors into pragmatic strategies, thereby ensuring that sustainability objectives are not merely articulated but also realized in practice.

Nevertheless, the study has certain limitations. The extrapolation of findings across various sectors may be restricted by diverse organizational contexts and resource availability. Subsequent research should explore how sector-specific determinants, such as regulatory mandates or market dynamics, affect the implementation of the proposed framework. While a multitude of organizations acknowledge the significance of collaboration, only a select few have successfully ingrained it into their operational frameworks. Future investigations could concentrate on longitudinal studies that scrutinize the enduring effects of collaborative practices on sustainability outcomes. Additionally, the influence of emergent technologies, such as artificial intelligence and blockchain, in bolstering collaboration and transparency within organizations constitutes an inadequately explored domain with substantial potential.

By aligning theoretical constructs with practical implications, the framework emphasizes how each concept contributes to sustainability goals. For instance, fostering trust and open communication within teams (bonding) creates a culture of shared responsibility, which is essential for collaborative problem-solving. Interdisciplinary collaboration (bridging) then leverages this foundation to design innovative solutions, such as reducing resource waste or optimizing processes. These efforts are amplified through strategic leadership and external stakeholder engagement (linking), ensuring the scalability and institutional support of sustainability initiatives. This structured approach not only clarifies the relationships among concepts but also provides actionable insights for organizations aiming to enhance collaboration and sustainability practices.

4. Conclusions and Prospects

1. This study elucidates that the collaboration among employees constitutes an essential impetus for organizational sustainability, as it facilitates the integration of environmental, social, and economic factors into corporate strategies. Organizations that cultivate a robust collaborative culture exhibit greater success in embedding sustainability within their operational frameworks, resulting in innovative solutions and enhanced resilience. The results underscore that effective collaboration not only augments knowledge dissemination and problem resolution but also amplifies employee engagement and commitment towards sustainability objectives. Furthermore, the presence of leadership endorsement, transparent communication, and shared values regarding sustainability are pivotal enablers of collaborative endeavors, whereas obstacles such as hierarchical structures and challenges in resource allocation may hinder these initiatives.

2. A notable contribution of this investigation is the formulation of a conceptual model that associates employee collaboration with operational sustainability outcomes, bridging the deficiencies identified in previous research by offering a systematic framework for assessing the efficacy of collaborative practices. This model accentuates the interrelation among organizational culture, leadership, and employee empowerment in propelling sustainability transformations. Additionally, this study furnishes insights into how organizations can overcome challenges such as collaboration fatigue, misalignment in sustainability objectives, and resistance to change by leveraging adaptive leadership methodologies and employing digital tools to facilitate collaboration.

3. The research highlights the necessity of perceiving sustainability not as an isolated initiative, but as an integrated strategy that encompasses all organizational levels. By incorporating collaboration into routine operations and aligning it with sustainability aims, enterprises can engender a synergistic effect that bolsters overall sustainability performance. This alignment is imperative for organizations aspiring to attain long-term success and cultivate resilience within an increasingly intricate and resource-limited global landscape.

4. Future research avenues should emphasize the refinement of the proposed model through its application in diverse organizational contexts and sectors to validate its relevance and robustness. Additional studies could investigate the role of digital transformation in promoting sustainable collaboration, particularly in remote or hybrid work settings. Moreover, a thorough investigation into the ramifications of organizational culture on sustainability outcomes within diverse cultural frameworks would provide profound insights into the adaptation of collaborative practices to varying organizational settings. Comparative examinations among different industries would further elucidate the industry-specific elements that influence the effectiveness of collaboration in promoting sustainability. Lastly, longitudinal studies could offer a more holistic understanding of the persistent impacts of employee collaboration on achieving sustainability goals, thereby equipping organizations to develop more robust and flexible sustainability strategies.