Organizational Change for Sustainable Development

Tiffany Crosby ()
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Tiffany Crosby: Southeastern University

Chapter Chapter 29 in The Palgrave Handbook of Change and Resilience at Work, 2025, pp 599-620 from Springer

Abstract: Abstract This chapter explores the critical role of organizational change in achieving sustainable development goals (SDGs), emphasizing the integration of Environmental, Social, and Governance (ESG) practices. Drawing on case studies, the chapter identifies leadership, stakeholder engagement, organizational learning, and systems thinking as key drivers of successful change. It critiques traditional organizational change models, advocating for dynamic, non-linear approaches to address the complexities of sustainability transformations. Leaders are portrayed as change agents who cultivate sustainability mindsets, align strategies, and foster innovation while managing continuous organizational adaptation in a volatile, uncertain, complex, and ambiguous (VUCA) environment. The chapter introduces the Organizational Change for Sustainable Development (OCSD) model, integrating existing frameworks with new insights to guide businesses through the complexities of sustainability-oriented transformations.

Keywords: Sustainable development goals (SDGs); Organizational change; Environmental; Social; and Governance (ESG); Leadership practices; Systems thinking; Stakeholder engagement; Organizational learning (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-91493-5_29

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DOI: 10.1007/978-3-031-91493-5_29

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