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Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience

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A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 30 September 2026 | Viewed by 34156

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Special Issue Editor

Prof. Dr. Okechukwu Lawerence Emeagwali

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Guest Editor

Department of Business Management, Girne American University, Kyrenia, Cyprus
Interests: business strategy; upper echelons; competitive intelligence; ecosystem strategies; strategies for relevance in management research

Special Issue Information

Dear Colleagues,

To ensure long term sustainability and viability, organizations must continuously adapt to overcome the plethora of challenges emerging from the accelerated rates of change taking place in today's business environment. Over the last two decades, ecosystems have gained popularity as a mechanism for sustainable organizational adaptation. This has been followed by the growing extant body of literature comprising myriads of studies examining it through a diverse and multi-faceted lens. Despite the growing attention, the extant literature is yet to fully address pertinent research questions bordering around strategies for nurturing ecosystems for innovation and resilience value gains. Such research areas that require further research include ecosystem innovation (creation, improvement, expansion, contraction or transformation), ecosystem dynamism, embeddedness and internationalization, among a host of others.

This Special Issue explores the mechanisms surrounding the creation, nurture, and evolution of ecosystems for the engenderment of innovation and resilience which are pivotal for sustainable organizational adaptation. We invite original manuscripts (research articles and reviews) covering, but not limited to, the examination of how complex adaptive systems—particularly ecosystems—can be nurtured to maximize innovation and resilience values for sustainable organizational adaptation and other related topics. We welcome studies deploying quantitative, qualitative or mixed methods as well as timeless (conceptual/theoretical) and timely (practitioner-oriented and readily deployable) studies.

Prof. Dr. Okechukwu Lawerence Emeagwali
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 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

innovation ecosystems
ecosystem innovation
ecosystem management
business ecosystems
innovation ecosystem management
strategic adaptability
sustainable adaptation
complex adaptive systems
organizational resilience
open innovation
value networks
absorptive capacity
co-innovation

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Published Papers (7 papers)

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Research

19 pages, 563 KB

Open AccessArticle

The Moderating Role of Collaboration on Innovation and Eco-Innovation Obstacles: Evidence from Latin American Firms

by Rodrigo Ortiz-Henriquez, Grace Tamayo-Galarza, Katherine Mansilla-Obando and Iván Rueda-Fierro

Sustainability 2026, 18(10), 5122; https://doi.org/10.3390/su18105122 - 19 May 2026

Viewed by 273

Abstract

The climate emergency in Latin America and the Caribbean (LAC) has transformed sustainability from an aspirational goal into a strategic imperative, particularly in the context of decoupling economic growth from natural capital depletion. This research analyzes eco-innovation within the frameworks of the National Innovation System (NIS), open innovation, and absorptive capacity, with the objective of examining the moderating role of collaboration in overcoming financial, knowledge, and market-related obstacles to innovative behavior. Employing a quantitative methodology using firm-level microdata from the Latin American Harmonized Innovation Surveys (LAIS) between 2007 and 2017, this study focuses on eco-innovative outcomes specifically linked to reductions in energy and material consumption. By estimating models that assess the role of technical cooperation and public policy support, this study seeks to determine whether collaborative strategies operate as an effective buffer against uncertainty and the limitations of local innovation systems. Expanding the scope of previous analyses centered on a single country, this work provides a regional perspective that underscores institutional and sectoral disparities in emerging contexts. Ultimately, this research examines how integrating an environmental purpose into corporate strategy and strengthening absorptive capacity enable LAC firms to transform ecological pressures into sustainable competitive advantages, mitigating the barriers that traditionally hinder technological progress in the region. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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17 pages, 339 KB

Open AccessArticle

Approach to Establishment of Self-Organizing Governance in Digital Government Systems

by Hua Guo, Ruoxin Pang, Liwen Liu, Xiaojiang Xing and Hui Li

Sustainability 2026, 18(6), 3035; https://doi.org/10.3390/su18063035 - 19 Mar 2026

Viewed by 429

Abstract

As digital government systems evolve, increasing complexity in information interactions has challenged traditional hierarchical governance models, which often struggle in dynamic and cross-sectoral contexts. This study aims to identify the structural patterns of government information interaction and to develop a testable adaptive governance approach that supports sustainable digital government evolution. Drawing on IT alignment theory and complex network analysis, this study reconceptualizes digital government as a complex adaptive system and reveals the heavy-tailed distribution, structural stability, and self-organizing tendencies of government information networks. Building on these findings, the study develops and operationalizes a self-organizing adaptive governance framework—featuring fractal design, dynamic alignment, and layered modular coordination—into 11 governance rules. By shifting the focus from static alignment to adaptive structural coordination, this research advances a new pathway for the sustainable and resilient evolution of digital government systems. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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25 pages, 904 KB

Open AccessArticle

Reconfiguring Strategic Capabilities in the Digital Era: How AI-Enabled Dynamic Capability, Data-Driven Culture, and Organizational Learning Shape Firm Performance

by Hassan Samih Ayoub and Joshua Chibuike Sopuru

Sustainability 2026, 18(3), 1157; https://doi.org/10.3390/su18031157 - 23 Jan 2026

Cited by 7 | Viewed by 2809

Abstract

In the era of digital transformation, organizations increasingly invest in Artificial Intelligence (AI) to enhance competitiveness, yet persistent evidence shows that AI investment does not automatically translate into superior firm performance. Drawing on the Resource-Based View (RBV) and Dynamic Capabilities Theory (DCT), this study aims to explain this paradox by examining how AI-enabled dynamic capability (AIDC) is converted into performance outcomes through organizational mechanisms. Specifically, the study investigates the mediating roles of organizational data-driven culture (DDC) and organizational learning (OL). Data were collected from 254 senior managers and executives in U.S. firms actively employing AI technologies and analyzed using partial least squares structural equation modeling (PLS-SEM). The results indicate that AIDC exerts a significant direct effect on firm performance as well as indirect effects through both DDC and OL. Serial mediation analysis reveals that AIDC enhances performance by first fostering a data-driven mindset and subsequently institutionalizing learning processes that translate AI-generated insights into actionable organizational routines. Moreover, DDC plays a contingent moderating role in the AIDC–performance relationship, revealing a nonlinear effect whereby excessive reliance on data weakens the marginal performance benefits of AIDC. Taken together, these findings demonstrate the dual role of data-driven culture: while DDC functions as an enabling mediator that facilitates AI value creation, beyond a threshold it constrains dynamic reconfiguration by limiting managerial discretion and strategic flexibility. This insight exposes the “dark side” of data-driven culture and extends the RBV and DCT by introducing a boundary condition to the performance effects of AI-enabled capabilities. From a managerial perspective, the study highlights the importance of balancing analytical discipline with adaptive learning to sustain digital efficiency and strategic agility. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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30 pages, 1244 KB

Open AccessArticle

How Industry 4.0 Technologies Enhance Supply Chain Resilience: The Interplay of Agility, Adaptability, and Customer Integration in Manufacturing Firms

by Emaduldin Alfaqiyah, Ahmad Alzubi, Hasan Yousef Aljuhmani and Tolga Öz

Sustainability 2025, 17(17), 7922; https://doi.org/10.3390/su17177922 - 3 Sep 2025

Cited by 15 | Viewed by 8814

Abstract

This study examines how Industry 4.0 (I4.0) technologies enhance supply chain resilience (SCR) in manufacturing firms by testing the mediating roles of supply chain agility (SCAG), supply chain adaptability (SCAD) and the moderating effect of customer integration (CI). Grounded in the Resource-Based View (RBV) and Dynamic Capabilities View (DCV), the research conceptualizes digital technologies—such as the Internet of Things (IoT), big data analytics, and artificial intelligence (AI)—as both strategic resources and enablers of dynamic capabilities in turbulent environments. Survey data were collected from 273 manufacturing firms in Turkey, a context shaped by geopolitical and economic disruptions, and analyzed using structural equation modeling (SEM). The results indicate that I4.0 technologies positively affect SCR directly and indirectly through SCAG and SCAD. However, while agility consistently strengthens resilience, adaptability shows a negative mediating effect, suggesting context-specific constraints. CI significantly amplifies the positive impact of I4.0 on SCR, underscoring the importance of external relational capabilities. Theoretically, this research advances supply chain literature by integrating RBV and DCV to explain how digital transformation drives resilience through distinct dynamic capabilities. Practically, it offers guidance for managers to combine digital infrastructure with collaborative customer relationships to mitigate disruptions and secure long-term performance. Overall, the study provides an integrated framework for building resilient supply chains in the digital era. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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22 pages, 838 KB

Open AccessArticle

The Role of Open Innovation in Enhancing Organizational Resilience and Sustainability Performance Through Organizational Adaptability

by Kinda Saemaldaher and Okechukwu Lawrence Emeagwali

Sustainability 2025, 17(13), 5846; https://doi.org/10.3390/su17135846 - 25 Jun 2025

Cited by 6 | Viewed by 3948

Abstract

This study aims to investigate the influence of open innovation on both resilience and sustainability, with the mediating effect of adaptability. This investigation is conducted through the lens of dynamic capabilities theory. Although many researchers regard OI as a crucial detector for performance enhancement, the mediating effect of OA in shaping the pathways in which it plays a mediating role in both OR and SP remains unexplored. While the majority of previous studies approached open innovation through inbound and outbound innovation positioned as a mediator or by investigating its direct impact either on OR or overall performance, few have concurrently approached it from the breadth and depth dimensions with respect to either performance or resilience. This study offers a comprehensive approach through its unique elements in which all underexplored factors are combined in one theoretical framework. To the best of our knowledge, this study is a pioneer in the UAE business market, providing insights from multisector employee-level data that differs from previous management-focused research. The data was analyzed using the SmartPLS 4 SEM approach. The findings indicate that OID directly influences OR, underscoring the significance of deep and sustained external collaboration. Meanwhile, OIB indirectly contributes to OR through OA, highlighting the significance of the mediating impact of OA. Moreover, both OIB and OID influence SP, positioning OI as a strategic lever for long-term, sustainable performance. This study contributes to the existing body of research by offering nuanced insights into and details on how organizations can benefit from various OI strategies that enhance resilience and sustainability in today’s dynamic business environments. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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23 pages, 2099 KB

Open AccessArticle

Leveraging Innovation Capability and Organizational Resilience for Business Sustainability Among Small and Medium Enterprises: A PLS-SEM Approach

by Banji Rildwan Olaleye, Joseph Nembo Lekunze, Tsediso Joseph Sekhampu, Ntseliseng Khumalo and Adebanji Adejuwon William Ayeni

Sustainability 2024, 16(21), 9201; https://doi.org/10.3390/su16219201 - 23 Oct 2024

Cited by 22 | Viewed by 8284

Abstract

The purpose of this study is to investigate the effect of innovation capability on business sustainability in Nigerian small and medium-sized enterprises (SMEs), as well as consider the effects of organizational resilience, sustainable competitive advantage, and environmental dynamism as mediators in succession. A quantitative approach was adopted to collect data from 401 employees in SMEs in the Lagos Metropolitan Area of Nigeria. We conducted the analysis of the collected data using the partial least squares approach (PLS-SEM). This research establishes that innovation capabilities are beneficial for ensuring business sustainability. The findings further corroborate the importance of sustainable competitive advantage and environmental dynamism for business sustainability. Finally, the results show that environmental dynamism is important for helping small business owners sustain their businesses and increase their innovation capabilities. Similarly, the indirect paths also showed that resilience organizations, like SMEs, play a role in the paradigm. However, businesses can benefit from this study’s findings by crafting strategies that adapt more quickly to changing market dynamics and capitalize on emerging possibilities. This way, businesses may take the necessary measures to stay ahead of the competition while guaranteeing sustainability. Even though the heuristic model emphasizes originality, the current research on how to successfully link innovative capacity to sustainability and build sustainability in dynamic environments is sparse. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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18 pages, 798 KB

Open AccessArticle

The Mediating Role of Strategic Adaptability on the Relationship between Human Resource Management Strategies and Innovation

by Zaid Megdad and Dilber Çaglar

Sustainability 2024, 16(20), 8729; https://doi.org/10.3390/su16208729 - 10 Oct 2024

Cited by 4 | Viewed by 7739

Abstract

Dynamic environmental changes continue to impact organizations’ performance and goals, prompting them to adapt and develop strategies that foster innovation continually. Thus, HRMS enables talented, retaining skilled, and innovative employees who contribute with creative ideas and creative problem-solving problems to enhance innovation practices in organizations. Therefore, the findings of previous studies are insufficient and considered as empirical evidence to investigate the research constructs relationship. This study aims to examine the gap in strategic adaptability via HRM strategies and innovation in Jordanian banks. The study employs data analysis and hypotheses testing, descriptive analysis approach, and (SEM) structural equation modeling through SPSS-24 and PLS-SEM-4 software. The research population includes 16 Jordanian banks, and a stratified sampling method conducted on 468 respondents resulted in 455 completed ones, the respondents are middle level managers and department heads. The findings reveal a positive significant impact of HRMS and innovation (INN), a significant positive impact of HRMS and strategic adaptability (SA), and a significant positive effect between strategic adaptability (SA) and innovation (INN). In addition, the findings indicate a partial indirect relationship effect between strategic adaptability (SA) via HRMS and innovation (INN). The conclusion shows that the bank’s performance is highly improved by strategic adaptability, which allows the bank to quickly respond to local and global environmental changes, challenges, crises, and market trends, and provides valuable theoretical and practical insights regarding the role of strategic adaptability (SA) relationship between HRM strategies (HRMS) and innovation (INN). These findings are relevant to the global banking sector due to the similar operating conditions and environments. Moreover, a better understanding of these relationships by practitioners and researchers for future studies in different environments, and sectors. Full article

(This article belongs to the Special Issue Sustainable Organizational Adaptation: Nurturing Ecosystems for Innovation and Resilience)

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