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Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology

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

Deadline for manuscript submissions: 30 November 2026 | Viewed by 15439

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Special Issue Editors

Prof. Dr. Kirk Chang

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Guest Editor

The Royal Docks School of Business and Law, University of East London, USS Campus, 1 Salway Road, London E15 1NF, UK
Interests: sustainable development; HR; personnel management and scrutinizes the implication of technology (AI, digitalization, etc.) on employee behavior, group dynamics, teamwork, competitive advantage, and organizational performance
Special Issues, Collections and Topics in MDPI journals

Dr. Susan Akinwalere

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Guest Editor

Department of Innovation and Management, The Royal Docks School of Business and Law, University of East London, UK
Interests: business and management; economic change; sustainability and how it impacts organizations and society

Special Issue Information

Dear Colleagues,

We are looking to compile a Special Issue with the title “Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology” in Sustainability. Our aim for this Special Issue is to draw together a collection of high-quality, research-driven, theory-informed, and/or professional-experience-oriented manuscripts reflecting the evolving landscape of I-O psychology, addressing sustainability issues and current societal and organizational challenges while advancing the field through innovative research methodologies and broader analytical perspectives. Industrial–Organizational (I-O) Psychology plays a crucial role in promoting sustainability within organizations. It does so by focusing on the well-being of employees, enhancing organizational efficiency, and fostering sustainable practices.

Recent knowledge advancement and cognate studies of Industrial-Organizational (I-O) Psychology and Sustainability have delved into various contemporary issues. These are, for instance, promoting employee well-being and ensuring that work environments contribute positively to the health and satisfaction of employees, developing policies that help employees balance their work and personal lives, reducing burnout and promoting long-term well-being, creating physical and psychological work environments that promote health and reduce stress, improving processes and systems to make organizations more efficient and sustainable, and building organizational cultures that prioritize and value sustainability, amongst others.

The Special Issues advocates for more theoretical research, conceptual studies, and empirical investigation on how organisational management, talent acquisition and high-performance sustainable work practices can impact organisational financial outcomes, business objectives, and overall value creation. Advances in research in exploring how Industrial-Organizational (I-O) Psychology plays a crucial role in promoting sustainability within organizations is gaining traction. The Special Issue, therefore, aims to explore how incorporating these principles and practices can help I-O psychologists in organizations achieve sustainability goals while enhancing employee well-being, organizational efficiency, and overall performance.In the Special Issue, original research articles, empirical studies, theoretical monograph, conceptual reviews, and commentary pieces are welcome. Research areas may include (but are not limited to) the following:

Promoting Employee Well-being

Work–Life Balance
Healthy Work Environments
Employee Engagement

Enhancing Organizational Efficiency

Process Optimization
Sustainable Practices
Innovation and Change Management

Fostering Sustainable Organizational Cultures

Values and Norms
Leadership Development
Corporate Social Responsibility (CSR)

Enhancing Employee Engagement in Sustainability

Awareness and Training
Participation and Feedback
Recognition and Rewards

Ethical Leadership and Decision-Making

Ethical Standards
Transparency and Accountability
Stakeholder Engagement

Diversity, Equity, and Inclusion (DEI)

Inclusive Practices
Cultural Competence
Equitable Opportunities

We look forward to receiving insightful contributions.

Prof. Dr. Kirk Chang
Dr. Susan Akinwalere
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

high-performance work practices
organizational performance
sustainable behavior
eco-psychology
climate change psychology
industrial–organizational (I-O) psychology
sustainable development
intrinsic motivation
sustainability education
green consumerism

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Published Papers (8 papers)

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Research

39 pages, 1279 KB

Open AccessArticle

Building Smart Economy: How Digitalization, Artificial Intelligence, and Innovation Are Shaping a Diversified Future

by Siham Al Balushi and Muhammad Khuram Khalil

Sustainability 2026, 18(6), 2911; https://doi.org/10.3390/su18062911 - 16 Mar 2026

Viewed by 764

Abstract

This study explores how innovation, economic diversification, and digitalization are boosting Oman’s efforts toward building a smart economy within the context of Oman’s banking and financial regulatory sector, while considering the role of artificial intelligence and governmental support. Supported by the and the Resource-Based View and Innovation Diffusion Theory, this study views innovative and digital competences as key national resources that help governments and organizations to adapt to technological variation and reinforce economic pliability. By using a quantitative approach and convenient sampling, the data were collected through a closed-ended structured questionnaire from 296 individuals representing businesses across Oman and analyzed using SmartPLS 4.0. The results demonstrate that innovation, diversification, and digitalization have a positive and significant impact on governmental support, which eventually plays a mediating role in leading the implementation of a smart economy. Although artificial intelligence was expected to strengthen the effects of digitalization and innovation, the findings reveal that its moderating role is not yet significant, suggesting an early stage of AI diffusion within the banking sector. These results not only confirm Resource-Based View and Innovation Diffusion Theory in an emerging economy but also present practical understandings for business leaders and policymakers. Furthermore, these findings underscore the importance of institutional readiness and diffusion maturity in shaping the role of advanced technologies in smart economy development. This study also suggests that incorporating AI-driven innovation, digital capability development, and strong governance can support Oman to attain the Vision 2040 goals of endorsing diversification, inclusive economic growth, and sustainability in the digital era. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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19 pages, 861 KB

Open AccessArticle

Burnout as an Early Signal of Unsustainable Work Design: Integrating Job Demands, Effort–Reward Imbalance, and Illegitimate Tasks in Thai Manufacturing

by Pornpimon Lorlong and Jutamard Thaweepaiboonwong

Sustainability 2026, 18(4), 2058; https://doi.org/10.3390/su18042058 - 18 Feb 2026

Viewed by 600

Abstract

Although organizational behavior (OB) research on burnout has traditionally emphasized workload and resource imbalance, such explanations remain insufficient for understanding burnout in highly routinized industrial hierarchies, where work is standardized, autonomy is limited, and stress often arises from how tasks are assigned and justified rather than from workload intensity alone. Drawing on the concept of illegitimate tasks—tasks perceived as unreasonable or unnecessary given one’s formal role—we argue that burnout in industrial hierarchies is more fundamentally rooted in violations of role legitimacy embedded in work design. We employed an explanatory sequential mixed-methods design to understand how job demands, effort–reward imbalance, and illegitimate tasks collectively affect job satisfaction and burnout in large manufacturing organizations. We analyzed quantitative survey data collected from 504 employees and found that illegitimate tasks exert a stronger, more consistent effect on burnout than effort–reward imbalance. In addition to these findings, qualitative interviews with senior executives revealed how ambiguous role boundaries, intensive overtime practices, and limited advancement structures normalize illegitimate task assignments in industrial settings. The findings suggest that burnout in industrial settings reflects not only accumulated job demands but also employees’ evaluations of how their work roles are structured and valued. This study thus brings the stress-as-offense-to-self perspective into OB scholarship and demonstrates its relevance for theorizing burnout in routine industrial work. The findings indicate that burnout reflects deeper deficiencies in work design that may undermine the sustainability of industrial work systems. From an industrial workforce sustainability perspective, workplace burnout extends beyond an individual health concern and signals structural issues in job design and human resource utilization relevant to social sustainability and decent work. Burnout can serve as an early warning indicator of declining human capital sustainability. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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60 pages, 1204 KB

Open AccessArticle

Sustainable Cross-Cultural Service Management: Cultural Intelligence as a Mediating Mechanism Between Cultural Values and Influence Tactics in International Civil Aviation

by Ercan Ergün, Tunay Sever Elüstün and Yavuz Selim Balcıoğlu

Sustainability 2026, 18(3), 1443; https://doi.org/10.3390/su18031443 - 1 Feb 2026

Cited by 2 | Viewed by 953

Abstract

Sustainable service excellence in globalized industries requires organizations to develop workforce capabilities that support long-term relationship-building, cultural respect, and effective cross-cultural communication. This study examines how cultural intelligence functions as a mechanism for sustainable cross-cultural workforce development by investigating relationships among individual cultural values, cultural intelligence dimensions, and influence tactics among airline cabin crew members. Integrating Hofstede’s cultural dimensions framework, Ang and colleagues’ cultural intelligence model, and Yukl’s influence tactics taxonomy, we test a comprehensive mediation model using survey data from six hundred and sixty-three cabin crew members employed by international airlines operating in Turkey. The findings reveal that collectivism, long-term orientation, and uncertainty avoidance positively predict cultural intelligence development, creating foundations for sustainable cross-cultural competence. Cultural intelligence dimensions demonstrate differentiated effects on influence tactics, with metacognitive and behavioral cultural intelligence enhancing rational persuasion, behavioral cultural intelligence exclusively predicting relational tactics, and complex competitive mediation patterns for coercive tactics wherein motivational cultural intelligence reduces pressure-based influence while cognitive and behavioral dimensions increase strategic assertiveness. Cultural values directly influence tactics beyond cultural intelligence effects, with uncertainty avoidance most strongly predicting both rational and relational approaches that support relationship sustainability, while masculinity and power distance drive coercive tactics that may undermine long-term service relationships. These findings demonstrate that cultural intelligence functions as a multidimensional mediating mechanism with sometimes opposing effects, challenging assumptions that cross-cultural competencies uniformly produce sustainable outcomes. The research contributes to sustainable human resource management theory by illuminating how cultural socialization influences behavioral outcomes through complex psychological pathways, while offering practical guidance for aviation industry recruitment, training, and performance management systems seeking to build sustainable cross-cultural service capabilities. By revealing that certain cultural intelligence dimensions can enable both relationship-building and strategic coercion, the study highlights the importance of coupling cross-cultural skill development with ethical frameworks and motivational engagement to ensure that enhanced cultural capabilities support rather than undermine sustainable, respectful cross-cultural service relationships. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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20 pages, 716 KB

Open AccessArticle

Leading Sustainability in the Age of Eco-Anxiety: The Role of Employee Well-Being in Driving Environmental Performance Among Green Companies

by Panteha Farmanesh, Parisa Gharibi Khoshkar, Asim Vehbi and Niloofar Solati Dehkordi

Sustainability 2025, 17(24), 10989; https://doi.org/10.3390/su172410989 - 8 Dec 2025

Cited by 2 | Viewed by 1130

Abstract

This study explores the impact of sustainable leadership (SL) on environmental performance (EP), focusing on the mediating role of employee well-being (EW) and the moderating role of eco-anxiety in green companies in Turkey. The framework is founded on the Job Demands-Resources (JD-R) paradigm and is enhanced by Sustainable Leadership Theory, Bottom-Up Spillover Theory, and Terror Management Theory. Data were collected from 289 employees at five environmentally sustainable enterprises in Turkey, using a standardized questionnaire to evaluate characteristics through validated multi-item scales. Structural equation modeling (SEM) with SmartPLS4 was employed to assess reliability, validity, and the suggested correlations. The study’s findings demonstrate that SL has a substantial and favorable impact on EP, both directly and indirectly, through the enhancement of staff well-being. Furthermore, research indicates that eco-anxiety mitigates the association between SL and well-being, suggesting that increased eco-anxiety diminishes the beneficial effects of leadership. These findings underline the significance of robust, SL and proactive management of eco-anxiety to enhance employee well-being and optimize corporate environmental results. The outcomes indicate that firms should allocate resources to leadership development initiatives and staff support frameworks to alleviate climate-related anxiety and enhance resilience. The study advances Sustainable Development Goal 3 (Good Health and Well-being) by demonstrating how psychological health and leadership synergize to enhance environmental performance. It also offers practical implications for sustainable workplace practices. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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21 pages, 571 KB

Open AccessArticle

The Smart Shift: A Knowledge Management and Industrial–Organizational Psychology Perspective on Digital Transformation and Sustainable Well-Being Among SMEs

by Ziaulhaq Sabawon and Dilber Caglar Onbaşıoğlu

Sustainability 2025, 17(22), 10338; https://doi.org/10.3390/su172210338 - 19 Nov 2025

Viewed by 1970

Abstract

Artificial Intelligence (AI) has become a fundamental driver of digital transformation, reshaping organizational management, leadership behavior, and the sustainability of human work systems. Despite its potential to improve performance, few studies have explored how executives psychologically respond to AI awareness and its implications for sustainable well-being. Drawing upon Knowledge Management (KM) theory and Industrial–Organizational (I–O) Psychology, this study examines how senior executives’ awareness of AI (AIA) affects job burnout, with job insecurity serving as a mediator and self-esteem as a moderator. Data were collected from 615 CEOs and senior managers of small and medium-sized enterprises (SMEs) in the United Arab Emirates (UAE) and analyzed using structural equation modeling (Smart PLS 4). The results reveal that higher AI awareness intensifies burnout primarily through increased perceptions of job insecurity; however, executives with higher self-esteem demonstrate resilience to these effects. By framing AIA within the Knowledge Management (KM) theory, this study contributes to the existing KM literature by revealing how organizations create, maintain, and use knowledge assets in the digital transformation environment. Our findings underscore the necessity for organizations to set up innovative initiatives, flexible organizational structures, targeted training, and mental health support while adopting AI technologies. Overall, this study highlights the critical intersection between digital Knowledge Management and the mental health of executives, aligning with Sustainable Development Goal 3 (Good Health and Well-Being). Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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23 pages, 1946 KB

Open AccessArticle

Sustainability-Embedded Leadership for Successful Change Management

by Susan Akinwalere, Kirk Chang and Salim Barbhuiya

Sustainability 2025, 17(17), 7973; https://doi.org/10.3390/su17177973 - 4 Sep 2025

Cited by 4 | Viewed by 5205

Abstract

Drawing on Daniel Goleman’s leadership paradigm as well as critically engaging with the Authentic Leadership and Complexity Leadership theories, this article explores how leadership drives change management, specifically in the context of advancing organizational sustainability. While change management has been widely examined in areas such as technology adoption and restructuring, there is less clarity on how to lead change that directly supports sustainability goals. Therefore, the current research addresses the gap by focusing on leadership strategies that effectively embed sustainability into leadership practices. Using a theory triangulation method, we built an analytic framework that integrates theoretical and empirical perspectives to better understand how sustainability-embedded leadership can support change management for the best possible outcome. Research data are gathered from respected academic sources including ProQuest, JSTOR, and Google Scholar. Research findings reveal that leaders who tailor their leadership to specific situations are more effective at advancing organizational sustainability than those who rely on a single type of leadership. We also create a contrast table to demonstrate the characteristics of eight leadership types, with a focus on how each can contribute to organizational performance and sustainability. The table serves as a managerial guide for aligning leadership strategies with sustainability objectives. The current research contributes to the intersection of leadership and sustainability by identifying how different leadership types affect an organization’s ability to adopt and implement sustainable practices. By clarifying the strengths and limitations of each approach, the current research enhances the understanding of how situation-oriented leadership can support sustainability goals. The findings also have practical implications for how organizations design and implement change management policies aimed at long-term environmental, social, and economic sustainability. Limitations and future research directions are discussed. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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22 pages, 1394 KB

Open AccessArticle

Effects of a Multimodal Psychophysiological Training Intervention on Cognitive Fitness, Hardiness and Wellbeing of Corporate Professionals

by Paul Taylor, David Harris and Eugene Aidman

Sustainability 2025, 17(17), 7845; https://doi.org/10.3390/su17177845 - 31 Aug 2025

Viewed by 1756

Abstract

Workplace stress and burnout are known as major contributors to deficits in cognitive functioning, including memory, attention, and executive functioning, leading to impairments in both well-being and performance. Our prior work showed a brief multi-modal physical and cognitive fitness (CF) training capable of improving the mood and resilience of both corporate employees and military personnel. Building on this evidence and on recent findings from a systematic review of hardiness in the workplace, our current study examined the effects of the refined multi-modal training program on multiple fitness and wellbeing outcomes among corporate professionals employed in high-pressure jobs, with a particular focus on psychological hardiness, cognitive performance, and overall well-being. The intervention resulted in significant improvements in inhibitory control (a key aspect of CF) and measures of wellbeing (mood, gratitude and perceived stress), as well as resilience and all three components of psychological hardiness (control, challenge and commitment) among participants who completed the program. Our findings confirm that hardiness is a modifiable construct associated with a broad range of beneficial workplace outcomes. The intervention produced no improvements in working memory, suggesting that this element of CF may be less trainable—or require different training regimes to succeed. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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15 pages, 1490 KB

Open AccessArticle

Selective Sustainability Practices: Evidence from Local Government

by Nqobile S. Zungu and Gerhard P. Nortjé

Sustainability 2025, 17(9), 3786; https://doi.org/10.3390/su17093786 - 23 Apr 2025

Cited by 2 | Viewed by 1411

Abstract

With anthropogenic harm to the environment, ranging from pollution to climate change and loss of biodiversity, there is a desperate need to adopt environmentally friendly practices. Through participation in pro-environmental behaviours (PEBs) as individuals and communities, we contribute to sustainability. The study aimed to examine the PEBs practised by local government officials, the factors that affect their behaviours, and their views on environmental issues. The article focused on 10 municipalities in the KwaZulu-Natal province, South Africa. A qualitative approach and a case study research design were used, with 16 interviews and 25 observations conducted. Data were analysed following the principles of thematic analysis and triangulated with quantitative content analysis. The results show that while officials have an understanding of environmental issues, their participation in PEB is selective, with a prominent preference for recycling and green commuting over comprehensive sustainability practices. Furthermore, some officials indicated that these behaviours went beyond the workplace into their households and communities, mainly in rural areas. Barriers to participation were resource limitations and varying levels of interest. These insights can be used by policy makers and cross-sector stakeholders to promote the mitigation of environmental impacts and develop sustainability interventions. Full article

(This article belongs to the Special Issue Sustainability in the Modern Workplace: Insights from Industrial–Organizational Psychology)

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