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Green Innovation: Scaling Sustainable Environmental Management Solutions

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Environmental Sustainability and Applications".

Deadline for manuscript submissions: 31 October 2026 | Viewed by 2169

Special Issue Editors


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Guest Editor
Department of Enterprise Engineering, Faculty of Organizational Sciences, University of Maribor, Maribor, Slovenia
Interests: physical asset management (PAM); maintenance management; quality management
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
Department of Management of Technology, Innovation and Sustainable Development, Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia
Interests: environmental management; sustainable development; sustainable development goals; design for environment; green marketing; environmental risk management; circular economy

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Guest Editor
Department of Management of Technology, Innovation and Sustainable Development, Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia
Interests: innovation management; innovation projects; new product development; sustainable innovation; intellectual property; open innovation; servitization

Special Issue Information

Dear Colleagues,

The impacts of environmental issues are hard to ignore today as they continue to grow rapidly. Not only is the environment challenged, but pressure is mounting on the economy as international organisations, agreements, and regulations all over the globe have been mobilised to address such environmental problems.

Many authors believe that the best solution is the adoption of an adequate innovation strategy, in this case, one that is focused on green innovation. Green innovation represents an integral aspect of the agenda of organisations, decision-makers, researchers and scientists; it is considered a means to meet the needs of the present and future by tackling environmental, economic and social issues.

This Special Issue focuses on how green innovation addresses key challenges and delivers scalable solutions for sustainable environmental management, thereby facilitating the achievement of sustainable development through management systems that align with sustainable development goals and their targets.

We invite papers with relevant theoretical or empirical contributions—including research articles, reviews, case studies, reports, and communications. Inter- and multidisciplinary submissions are welcome and encouraged.

Dr. Damjan Maletic
Prof. Dr. Nataša Petrović
Prof. Dr. Biljana Stošić
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 250 words) can be sent to the Editorial Office for assessment.

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

  • green innovation
  • sustainable environmental management (SEM)
  • environmental management systems (EMS)
  • sustainable development goals (SDGs)
  • circular economy (CE)
  • life cycle assessment (LCA)
  • sustainability metrics and KPIs
  • net-zero transition
  • climate adaptation and resilience
  • industrial symbiosis

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Published Papers (2 papers)

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Research

20 pages, 477 KB  
Article
Knowledge Sharing and Sustainable Workforce Retention Among Healthcare Professionals: Evidence from Public Healthcare Organisations
by Nejc Bernik and Polona Šprajc
Sustainability 2026, 18(8), 3770; https://doi.org/10.3390/su18083770 - 10 Apr 2026
Viewed by 596
Abstract
Knowledge sharing (KS) among healthcare professionals is essential for sustaining organisational learning and facilitating the transfer of expertise between experienced and less experienced professionals, thereby supporting workforce stability and retention in healthcare organisations (HCOs). However, despite its importance, high turnover among healthcare professionals [...] Read more.
Knowledge sharing (KS) among healthcare professionals is essential for sustaining organisational learning and facilitating the transfer of expertise between experienced and less experienced professionals, thereby supporting workforce stability and retention in healthcare organisations (HCOs). However, despite its importance, high turnover among healthcare professionals remains a significant and persistent challenge in public HCOs, indicating a potential gap in understanding the mechanisms that support workforce stability. To address this gap, this study examines the interplay between work performance (WP), satisfaction with co-workers (CW), KS and turnover intention (TI) among healthcare professionals. Data from 220 respondents were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) within the Input–Process–Output (IPO) framework. The results indicate that CW positively influences KS, while KS has a negative effect on TI, thereby reducing TI. In contrast, WP does not have a statistically significant effect on KS, nor does it indirectly influence TI through KS. Furthermore, although both WP and CW were hypothesised to be predictors of KS, only CW demonstrates a significant indirect effect on TI through KS. Grounded in Social Exchange Theory (SET) and the Knowledge-Based View (KBV), the results highlight the role of KS and interpersonal relationships in supporting sustainable human resource management (SHRM). Although sustainability-related dimensions were not directly measured, the results suggest potential implications for the Sustainable Development Goals (SDGs), particularly SDG 3, SDG 8, and SDG 9. Full article
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23 pages, 547 KB  
Article
Drivers of Work Engagement in the Private Sector: The Mediating Role of Work–Life Balance and Behavioural Work-Life Conflict
by Jasmina Žnidaršič and Mojca Bernik
Sustainability 2026, 18(3), 1382; https://doi.org/10.3390/su18031382 - 30 Jan 2026
Viewed by 685
Abstract
This study examines how key organizational resources shape work–life balance (WLB), behavioural work–life conflict (BWLC), and work engagement (WE) among employees in the private sector. Drawing on the Job Demands–Resources (JD-R) model and the Conservation of Resources (COR) theory, we test an integrated [...] Read more.
This study examines how key organizational resources shape work–life balance (WLB), behavioural work–life conflict (BWLC), and work engagement (WE) among employees in the private sector. Drawing on the Job Demands–Resources (JD-R) model and the Conservation of Resources (COR) theory, we test an integrated framework in which leader support, co-worker support, and family-friendly policies predict WLB and BWLC, which in turn influence work engagement. Data collected from employees in Slovenian private-sector organizations were analyzed using structural equation modelling. The results show that leader support, co-worker support, and family-friendly policies significantly enhance WLB, with leader support demonstrating the strongest effect. BWLC is negatively associated with WLB, confirming that behavioural spillover between domains diminishes employees’ perceived balance. Leader support is the only organizational resource that significantly reduces BWLC, while co-worker support and family-friendly policies show no direct effect. Furthermore, WLB is a strong positive predictor of work engagement, whereas BWLC does not directly predict WE. These findings highlight the importance of work–life balance for understanding the relationship between organizational resources and work engagement, and they underscore the crucial role of leader behaviour in shaping boundary management. The findings should be interpreted within the context of Slovenian private-sector organizations and comparable regulated labour-market settings. Full article
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