The factors influencing organisational responsiveness for sustainable projects

Richard Hughes and Aaron Bradley Baker

Journal of Business and Socio-economic Development, 2026, vol. 6, issue 3, 253-269

Abstract: PurposeThis study investigates how organisations respond to sustainability when it becomes a central strategic priority, particularly through project environments. The research seeks to understand the factors influencing organisational responsiveness to sustainability imperatives in projects, addressing a key gap in sustainable project management literature.Design/methodology/approachThe study employed a thematic meta-synthesis of qualitative case studies from multiple countries and different economic sectors. Using grounded theory, data were coded to identify first-order concepts, second-order themes and aggregate dimensions, culminating in the development of a conceptual model of dynamic adaptation.FindingsThe analysis revealed three interrelated dimensions that shape organisational responsiveness: strategic governance for sustainability, adaptability to internal and external change and operational proficiencies in data and technology. Together, these dimensions enable dynamic adaptation, illustrating how governance continuity, structural flexibility and evidence-based decision-making contribute to embedding sustainability in projects over time.Research limitations/implicationsThe study relies on secondary data, with limited insight into the context-specific dynamics of individual projects. Future research should test the conceptual model through longitudinal and empirical studies using primary data.Practical implicationsOrganisations, particularly in public and not-for-profit sectors, can use the model to assess and enhance their strategic responsiveness to sustainability. Investment in governance mechanisms, adaptive capacity and analytical proficiencies is critical for project success.Social implicationsImproved responsiveness in organisational projects has the potential to accelerate sustainable development goal achievement, particularly in sectors or regions facing sustainability inertia.Originality/valueThe paper offers a novel conceptual model that integrates strategic management and project studies to explain how organisations dynamically adapt to sustainability imperatives through projects.

Keywords: Sustainable development goals; Organisational responsiveness; Strategic governance for sustainability; Dynamic adaptation; Project studies (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:eme:jbsedp:jbsed-07-2025-0253

DOI: 10.1108/JBSED-07-2025-0253

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