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Organizational Change for Sustainable Development

In: The Palgrave Handbook of Change and Resilience at Work

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  • Tiffany Crosby

    (Southeastern University)

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.

Suggested Citation

  • Tiffany Crosby, 2025. "Organizational Change for Sustainable Development," Springer Books, in: Joan Marques (ed.), The Palgrave Handbook of Change and Resilience at Work, chapter 0, pages 599-620, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-91493-5_29
    DOI: 10.1007/978-3-031-91493-5_29
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