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Sustainability
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Sustainable Practices and Their Impacts on Organizational Behavior
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Sustainable Practices and Their Impacts on Organizational Behavior

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

Deadline for manuscript submissions: 25 February 2026 | Viewed by 1564

Special Issue Editor

Prof. Dr. Asta Savanevičienė

E-Mail Website
Guest Editor
School of Economics and Business, Kaunas University of Technology, Kaunas, Lithuania
Interests: sustainable HRM; strategic HRM; sustainable careers; talent management
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

Sustainable practices have become crucial to modern organizational behavior. They prompt a rethinking of the strategic pattern of organizational development by emphasizing the compatibility of economic, social, and ecological goals. Implementing sustainable practices shapes organizational behavior, leading to enhanced employee engagement, innovative thinking, and a strong commitment to social and environmental responsibility.

This Special Issue aims to gain theoretical knowledge and empirical evidence to understand how organizations can ensure long-term success through fair labor practices, inclusive policies, and environmentally friendly initiatives in an increasingly competitive landscape.

The emergence of this new field of research encourages scientists to contribute by bringing together ideas and insights on a wide range of sustainability issues.

We welcome contributions that address issues related (but not limited) to the following areas:

  • Has sustainable management already become an integral part of organizational behavior? 
  • To what extent are sustainable practices declared, and to what extent are they employed?
  • What are the issues with implementing sustainable practices in an organization?
  • What is the role of strategic leaders in fostering sustainable practices? 
  • How do we measure the impact of sustainable practices on organizational behavior?

Prof. Dr. Asta Savanevičienė
Guest Editor

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 practices
  • organizational behavior
  • well-being
  • inclusion
  • innovation
  • accountability
  • social responsibility

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (2 papers)

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Research

26 pages, 1052 KiB  
Article
Sustainable Open Innovation Model for Cultivating Global Talent: The Case of Non-Profit Organizations and University Alliances
by Cheng-Wen Lee, Pei-Tong Liu, Yin-Hsiang Thy and Choong Leng Peng
Sustainability 2025, 17(11), 5094; https://doi.org/10.3390/su17115094 - 1 Jun 2025
Viewed by 538
Abstract
In today’s rapidly evolving global landscape, the need to cultivate innovation-ready, globally competent talent has become a strategic imperative. This study critically investigates how sustainable open innovation strategies—particularly within non-profit organizations and university alliances—can serve as a catalyst for global talent development. Responding [...] Read more.
In today’s rapidly evolving global landscape, the need to cultivate innovation-ready, globally competent talent has become a strategic imperative. This study critically investigates how sustainable open innovation strategies—particularly within non-profit organizations and university alliances—can serve as a catalyst for global talent development. Responding to the growing demand for interdisciplinary, cross-sectoral collaboration, the research employs a robust mixed-methods approach, integrating the Analytic Hierarchy Process (AHP) and Fuzzy Analytic Hierarchy Process (FAHP) to evaluate and prioritize key strategic factors. The findings reveal that initiatives such as international internship programs, operational funding mechanisms, joint research ventures, and technology transfer are essential drivers in creating environments that nurture and scale global talent. Building on these insights, this study introduces a structured, sustainable innovation model that categorizes strategies into three tiers—collaborative, interactive, and foundational service-oriented actions—providing a practical roadmap for resource optimization and strategic planning. More than a theoretical exercise, this research offers actionable guidance for non-profit leaders, academic administrators, and corporate partners. It highlights the reciprocal value of multi-sector collaboration and contributes to a broader understanding of how mission-driven innovation ecosystems can foster resilient, future-ready workforces. By positioning non-profit–academic partnerships at the center of global talent strategies, the study sets a foundation for rethinking how institutions can co-create value in addressing pressing global challenges. Full article
(This article belongs to the Special Issue Sustainable Practices and Their Impacts on Organizational Behavior)
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29 pages, 794 KiB  
Article
The Role of HRM Practices in Shaping a Positive Psychosocial Experience of Employees: Insights from the SCARF Model
by Asta Savanevičienė, Lina Girdauskienė and Živilė Stankevičiūtė
Sustainability 2025, 17(10), 4528; https://doi.org/10.3390/su17104528 - 15 May 2025
Viewed by 500
Abstract
By integrating the concept of sustainable human resource management and Rock’s neuroscience-based SCARF (status, certainty, autonomy, relatedness, and fairness) model, the paper aims to reveal the role of sustainable HRM practices in shaping a positive psychosocial experience of employees. Through this process, qualitative [...] Read more.
By integrating the concept of sustainable human resource management and Rock’s neuroscience-based SCARF (status, certainty, autonomy, relatedness, and fairness) model, the paper aims to reveal the role of sustainable HRM practices in shaping a positive psychosocial experience of employees. Through this process, qualitative data were collected using semi-structured interviews with 50 STEM (science, technology, engineering, and mathematics) workers in Lithuania. The research revealed the key characteristics of sustainable HRM practices in terms of performance management, employee relations, rewards, employee development, career management, onboarding, and dismissal that shape positive experiences of STEM workers. Moreover, harmful HRM practice characteristics were identified that need to be eliminated to achieve sustainable human resource management. The results of the study allow organizations to better understand the role of HRM practices in enhancing positive psychosocial experiences of STEM employees through strengthening the domains of the SCARF model. Based on the insights obtained, organizations could better focus their efforts on the development of sustainable HRM practices that not only increase employee engagement but also contribute to their long-term professional sustainability. Full article
(This article belongs to the Special Issue Sustainable Practices and Their Impacts on Organizational Behavior)
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