Assessing the Importance of Psychosocial Factors Associated With Sustainable Organizational Development During COVID-19

Abstract

Involvement in sustainable development is a voluntary activity. Organizations apply the principles of sustainable development only when they identify several benefits. These benefits are identified, especially with the financial ones. The involvement of organizations in sustainable organizations has different intensity levels. These intensity levels are influenced by psychosocial factors (PF), attitudes toward organizational risks, and organizational and urban policies. The present paper identifies the key psychological factors involved in applying organizational sustainability principles within organizations. For this research, five groups were created for in-depth interviews with key people from Romania’s innovative companies. To identify the importance of the framework analysis factors, the Delphi method was used, in which 20 experts from different fields of activity were involved. Following the rounds involved in the Delphi method, the ranking of PF on four levels of importance was accepted, based on planned behavior and reasoned action theory. These levels were correlated with the intensity levels of involvement in sustainable development. The entire market study was conducted during COVID-19, which significantly impacted specific directions. As a result, it could be observed that motivation, learning attitude, behavior, and intention to take precedence are essential in the organizational sustainability approach.

Sustainability Within the HRD Field: A Systematic Review

“…Based on this conceptualization of sustainability, we further expanded the definition and value of sustainability in the HRD setting. Our analysis revealed that “sustainability” was the most frequently used term in 13 out of the 59 publications, without any other words added (Bianchi et al, 2022; Brandi & Thomassen, 2021; Dragan et al, 2021; Garbie, 2015; Kafetzopoulos, 2023; Kolk, 2016; Maltseva et al, 2019; Palthe, 2013; Sheehan et al, 2014; Valentin, 2015; Vodonick, 2018; Waite, 2013).…”

“…Nations: Poland and Denmark (Zgrzywa-Ziemak & Walecka-Jankowska, 2021), United States (Craig & Allen, 2013; Eccles et al, 2014), Turkey (Cop et al, 2020; Özgül & Zehir, 2023), Greek (Kafetzopoulos, 2023), Canada (Vito et al, 2023), German (Wicki & Hansen, 2019), United Kingdom (Ipiranga & Aguiar, 2014), China (Abbas et al, 2022), Taiwan (Chan et al, 2022), Srilanka (Wijethilake & Upadhaya, 2020), Rome (Dragan et al, 2021), Brazil (Figueiredo et al, 2021), and Malaysia (Bilan et al, 2020; Yusoff et al, 2019).…”

“…Formal education is common for sustainability. Dragan et al (2021) Motivation, learning attitude, behavior, and intention to take precedence are essential in the organizational sustainability approach. Brandi and Thomassen (2021) Organizational learning contributes vital parts to creating sustainability practices in organizations delineated by continuous feedback and feedforward loops on individual, group, organizational, and societal levels.…”

“…experimentation, and experiences. Dragan et al (2021) stated that it is imperative to prioritize qualities like motivation, eagerness to learn, behavior, and purpose to guarantee a company's sustained prosperity in the learning approach.…”

“…However, there has been a tendency to overlook the essential role of learning and the change process in the implementing novel sustainability concepts (Siebenhüner & Arnold, 2007). Indeed, the motivation, attitudes, behaviors, and intentions of employees are pivotal for enhancing organizational sustainability through learning interventions (Dragan et al, 2021). Nonetheless, the extensive integration of corporate organizational learning with sustainability remains a relatively unexplored terrain within HRD, both in practical implementations and academic investigations.…”