Women’s Promotion to Management and Unfairness Perceptions—A Challenge to the Social Sustainability of the Organizations and Beyond

Inequality between women and men in top management positions is still a current reality where women are underrepresented. Gender discrimination against women in managerial positions violates the Sustainable Development Goal of gender equality. Gender discrimination affects women but also has negative consequences for employee output. Our aim is analyzing how the role of gender moderates the relationship between gender barriers to managerial positions and performance, mediated by organizational justice and commitment, and whether this relationship is stronger in women than in men. This study was carried out with 1278 employees (45.2% women and 54.8% men) of a Spanish financial group consisting of three different organizations. We performed a moderated mediation path analysis with Mplus. Results show that some gender barriers are associated with lower perceptions of organizational justice, which in turn are associated with lower organizational commitment, thus reducing performance. Moreover, this relationship is significant in men and women for work–family balance and barriers to accessing influential networks, but for unfair HR policies and practices, it is only significant in women. Removing gender barriers and unfairness perceptions is the goal that will contribute to organizational sustainability from the gender perspective.

Sustainable Organizational development

This study is aimed to analyze the various features and elements related to strategic organizational sustainability. The analysis departs from the assumption that traditional organizations must face a lot of challenges posed by the new global economy context confronting contradictory patterns of globalization and des-globalization processes. To create the new conditions for the organizations not only to survive but to succeed, it is proposed a new model based on designing and implementing strategic organizational sustainability, abandoning the narrow focus on economic growth and profits to embrace the social inclusion and equity as well as the environmental sustainability issues. Keywords: Economic growth, Organizational sustainability, organizations, social inclusion, strategy, sustainability.

RISK AND ENSURING THE ECONOMIC SUSTAINABILITY OF ENTREPRENEURIAL STRUCTURES

The article reveals the features of risk and the specifics of ensuring the economic sustainability of entrepreneurial structures. It has been determined that the components of the economic sustainability of entrepreneurial structures are financial sustainability, production sustainability, personnel sustainability, investment sustainability, marketing sustainability, managerial sustainability, organizational sustainability, communicative sustainability, socio-psychological sustainability, innovative sustainability, environmental sustainability, technical and technological sustainability, market sustainability, sustainability of external relationships, sustainability of the institutional environment, sustainability of information support. It has been established that the procedure for managing the economic sustainability of entrepreneurial structures includes a risk factor, since the adoption of managerial decisions on issues of economic sustainability is probable. It has been established that the key factor influencing the economic sustainability of entrepreneurial structures is economic risk, which is based on internal and external sources of negative impact on the development potential of entrepreneurial structures towards its effective implementation and sustainable development in uncertain conditions. It is proved that the risk resistance of entrepreneurial structures is the main element of the overall zustainability of entrepreneurial structures and an integral characteristic of entrepreneurial structures as open socio-economic systems, which characterize the general possibilities of achieving effective and risk-free functioning. It has been established that one of the tools for creating favorable conditions for the functioning of entrepreneurial structures is risk management, the main tasks of which are to determine the object of management for a specific entrepreneurial structure, to establish the level of danger of realizing a certain risk, to determine the possible consequences and amount of damage, to assess the propensity of entrepreneurial structures to the risk of doing business activities, defining a system of priority directions for responding to a risk, developing risk management mechanisms for entrepreneurial structures. In the future, it is recommended to study the causes, consequences and components of the process of managing entrepreneurial risks.

Organizational Sustainability

An organization with its capacity to endure, add up value, and promote value chain could be seen as a sustainable organization. Sustainability could be in the form of short-, medium-, and long-term effect to an entity. Through the utilization of the information and communication technology, organizations now can adopt various business techniques to tackle or minimize risks, reduce costs, and make profit. Among many such techniques, this particular research looks into the aspects of agility within organizations that may lead to sustained business platform. This chapter tries to argue that an organization with this characteristic, in the longer run, can lead to sustainability and elevate the business intelligence. In this discourse, through a vertical literature review, this study has tried to construct a framework of sustainability with the aspect of an organization and thereby proposed a business model for ideation and future implementation.

Organizational Greening Strategy in Times of Pandemic COVID-19

This study analyzes the various features and elements related to strategic organizational sustainability. The analysis departs from the assumption that traditional organizations have to face a lot of challenges posed by the new global economy context confronting contradictory patterns of globalization and de-globalization processes. In order to create the new conditions for the organizations not only to survive but to succeed, it proposes a new model based on designing and implementing strategic organizational sustainability, abandoning the narrow focus on economic growth and profits to embrace the social inclusion and equity as well as the environmental sustainability issues.

Global Inclusion, Diversity, Belonging, Equity, and Access - GIDBEA. The Architecture of A New Different

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a ‘new different’ GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the “normality of disruption” and the need to move away from the idea of a ‘new normal’ to a new different. The new different acknowledges that the ‘normal’ or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of “construction” and “architecture,” it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes.

BUSINESS SUSTAINABILITY PRACTICE AND OPERATIONAL MANAGEMENT INHOTEL INDUSTRY IN AQABA SPECIAL AUTHORITY ECONOMIC ZONE AUTHORITY (ASEZA)

The objectives of this paper are to explore the understanding of tourism through business sustainability through the management of the environmental and operating practices of five-star hotels in Aqaba Jordan. Data would be obtained from a variety of outlets, including paper analyses, impressions, and questionnaires. Semi-structured interviews are typically used to retrieve and supply details. The primary purpose of such interviews is to collect contextual knowledge from the sampled community. It also seeks to include useful knowledge on specific problems and to gain a range of perspectives on specific issues. It is planned to pilot the paper and pencil surveys and the test details to be gathered by field visits and semi-structured interviews. The findings reveal that hotels in Aqaba have used reuse or recycle glass or plastics. In order to encourage sustainable practices in the hotel industry in Jordan, we need to build distinction and competitive advantages by cost savings. The sustained success of economic operations is of utmost importance to companies, whether in the production or service sectors. This emphasis on sustainability is especially relevant to the growth of tourism and hospitality destinations. Established and Emerging economies have embraced environmental and organizational sustainability as a core.

Digitalization of Work and Human Resources Processes as a Way to Create a Sustainable and Ethical Organization

Remote and hybrid working models and accelerated digitalization of the human resources processes were introduced in most organizations worldwide as a consequence of the COVD-19 pandemic. This digital revolution at the workplace was forced by extraordinary circumstances, thus its impact had not been anticipated before. This motivated the authors to study the new work reality. The research was based on a hypothesis that the digitalization of work and the human resources processes, approaches organizations to the sustainable development ideal. Sustainability is here understood as maintaining a balance between economic, environmental, and social factors. The authors analyzed the impact between the digital processes and the way of working on the following areas: CO2 emissions, creating plastic waste, saving energy, creating a gender-diverse and inclusive workplace. To verify the hypothesis, the authors used their own original and desk research. The original research was conducted within a Berlin-based tech startup between March 2020 and August 2021. Additionally, the authors ran surveys among international startups and scale-ups. Based on their findings the authors concluded that there can be a positive correlation between digitalization and increased organizational sustainability. This result is significant not only for the human resources specialists but can indicate a direction for a general business strategy.

What Are the Boundaries to the Expansion of Digital Labour Platforms? Understanding Uberization through a Cognitive Sustainability Lens

While digital labour platforms are booming, their ability to constitute a sustainable alternative to the managerial firm and to salaried work is questionable. To date, this debate has been approached mainly from legal or political angles, and the organizational sustainability of such platforms remains underexplored. We respond to calls to study more specifically the cognitive capabilities of platforms by mobilizing knowledge-based theories of the firm. We contribute to the literature in three ways: (1) we introduce the concept of ‘cognitive sustainability’, which we define as the capacity to ensure the integration, conservation and creation of knowledge; (2) we develop a set of propositions aimed at identifying the activities that platforms are most likely to carry out in a cognitively sustainable way; (3) we argue for the possibility of an increased hybridization of digital labour platforms to perform complex activities. Mobilizing knowledge-based theories of the firm to explore new objects such as platforms and taking such hybridization processes into account adds to this body of literature by extending its application domain and taking a more dynamic perspective.