Organizational Insights, Challenges and Impact of Sustainable Development in Developing and Developed Nations

While developed nations can fully explore various sustainable business models to achieve sustainability, this might not be easy for developing nations because of poor governance systems, characterized by inequality, patronage, and corruption and other challenges. This chapter evaluates organizations as developing and developed nation blocs by first providing insights on how organizations can contribute to the social and environmental sustainability, and second, by highlighting the challenges and approaches for sustainable development. The chapter further unravels the potential for both blocs to grow and achieve sustainability through technology and innovative strategies alongside the opportunities offered by having fast-growing populations and natural resources. To achieve sustainability, a twofold approach comprising the 360-organizational sustainability approaches and advanced sustainability system analysis approach is used. The key societal driving forces in both blocs for exploiting sustainable business practices are governance and institutions, technology and innovation, economy and society, population and behavior, and financing for development which can unlock sustainable business opportunities for sustainable development. To address the business climate challenges, it is inferred that organizations can achieve global sustainability by integrating sustainable production and consumption, biodiversity and ecosystem services, equity and resilience sectors to attain an environmentally and socially governed systems globally.

Institutional Structures and Women Sustainability in the Labour Market for Developing Economies

The peculiarity of women in developing economies, through changing status (marriage, widowhood, divorce, separation) and in some cases occasioned by locational vicissitudes, have continually challenged the sustainability of women in the labour market. Again, some of these challenges women face via social structures such as patriarchy, customs and traditions and unpaid household chores have particularly resulted in labour somersault, underemployment and forced unemployment which in certain cases could be temporary or of a permanent nature. Owing to this growing vulnerability of women, this chapter examine models and structures that have shaped (promoted or otherwise) women’s’ participation in the labour market. In turn, this chapter advances alternative institutional and organizational structures that can check some bewilderment of women in participating in the labour market, as well as foster the sustainability of women in the labour market.

Sustainable Business Practices by Nigerian Organizations

Sustainability is the lifeline of any organization and it begins with its people. This paper investigates the sustainable business practices of Nigerian organizations. The pillars of sustainability, economic, social and environmental, have been linked to improve business performance when entrenched into long term strategies of a business. To address the challenges of power supply, multiple taxation, pollution and waste management faced in the business environment, it is imperative to develop solutions that will not compromise future needs yet meeting the needs of the present. Recycling, recovery and reuse, safe work initiatives, continuous learning are strategies businesses can adopt to reduce environmental waste, social and economic issues. For this purpose, this chapter examines sustainability practices of businesses from selected industries; construction, manufacturing, banking and hospitality industries were selected based on availability of sustainability reports of industry leaders. This research is expected to help business managers and policy makers understand sustainable business practices and its implications on business performance.

Evolving a Sustainable Paradigm for Harnessing Intellectual Resources in the Nigerian Space Industry

Over the years, one of the ways that have been identified as pivotal in building sustainable organisations is the manpower development component of any organisation. Such manpower development through capacity building can be gained by training and retraining to retool the workforce into having the relevant and up to date skill set that spurs competitiveness and growth. For the Nigerian space industry, this human capacity development component has been embraced, encouraged and adopted into a working model for sustainability. The Nigerian Space Industry has leveraged on its potential to harness its intellectual capital through a collaborative culture with national and international partners to provide sustainable growth in attaining technological competence in Space Science and Technology (SST). In this chapter, we present a capacity building context as a model by which Nigeria’s Space Industry mobilises its intellectual resources and collaborative efforts towards achieving sustainable development.

Organizational Support and Sustainable Entrepreneurship Performance of SMEs, the Moderating Role of Strategic Sustainability Orientation

Small and medium sized enterprises’ (SMEs) activities have contributed significantly to environmental degradation that causes a disastrous effect on us and our future generation. Considering this, sustainable entrepreneurship has been promoted as a resolution of ecological problems capable of addressing climate change issues, public health, and safety concerns, and has become critical for competing in international markets. SMEs activities increased pollution exclusively causing environmental degradation. In response, the world is focusing on ensuring that SMEs produce products through safe and environmentally friendly practices. Literature suggests that organizational support provide SMEs with the impetus to achieve competitive advantage regarding turnover, customer attraction and market share opportunities to achieve business performance. Nonetheless, the implementation of sustainable entrepreneurship among them is still low due to numerous challenges. This paper intends to investigate the influence of organizational support on sustainable entrepreneurship towards performance among SMEs. A case study involving 300 herbal-based SMEs were surveyed using structured questionnaire. Data was analyzed using descriptive statistics, exploratory factor analysis, confirmatory factor analysis, and structural equation model. The results show that organizational support have a positive effect on sustainable entrepreneurship and performance among the SMEs, accounting for 52% and 47% variance respectively. This finding reveals that organizational support is significantly related to entrepreneurship performance, thus substantiates previous findings on the crucial roles of organizational support in enabling organizations to achieve sustainable entrepreneurship performance. This study contributes to triple bottom line literature based on incorporation of strategic choice theory, strategic sustainability orientation and resource-based view theory in entrepreneurship framework.