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Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators.

Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs.

The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management.

The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.

Organizations are increasingly joining inter-organizational networks to foster sustainable employability for their employees. The purpose of this study is to identify the factors and mechanisms central to their success as experienced by key stakeholders.

An explorative, qualitative approach was adopted, using four focus groups with network coordinators (N = 18) and HR professionals (N = 14). Fourteen Dutch inter-organizational networks were represented. Respondents were recruited through purposive and snowballing sampling techniques. Thematic analysis was applied using open coding to generate themes.

The results of this study outline environmental, structural, and inter-personal factors and mechanisms that contribute to the success of inter-organizational networks that aim to foster sustainable employability for their employees. The environmental factors and mechanisms consist of challenges stemming from the labor market. The structural factors and mechanisms include: a network’s flat structure, flat fee, lack of informal rules, the allocation of roles and expectations for stakeholders and shared network activities. Lastly, the inter-personal factors and mechanisms are: communication among stakeholders, establishing reciprocity, interaction and collaboration between stakeholders, the valuation of trust, a convivial culture and shared vision among stakeholders. The dynamics between these factors and mechanisms are compared to other forms of inter-organizational networks. Furthermore, several recommendations for network coordinators and practitioners regarding the development of networks are presented.

This study provides insights into the factors and mechanisms that are regarded by stakeholders as influencing the success of inter-organizational networks in their ability to foster sustainable employability for workers. We have identified a unique model that captures this new way of inter-organizational collaboration and builds on insights from literature on collaborative governance regimes, institutional fields and entrepreneurial ecosystems. Specifically, the model provides a framework that consists of environmental, structural and interpersonal factors and mechanisms for network success. This study increases our understanding of how collaborative efforts can be fostered beyond organizational boundaries and existing Human Resource Management practices.

The purpose of this study is to explore the increased uptake of Artificial Intelligence (AI) technology by Facility Management (FM) organizations for enhanced operational efficiency and competitive advantage. While AI adoption in FM has been widely reported, limited attempts have been made to assess its impact on the social well-being of FM employees. To contribute towards addressing this gap, this study established the essential employee social well-being factors mostly impacted by the adoption of AI in South African FM organizations.

A four-stage design comprising a comprehensive review of literature, expert interviews, questionnaire census and focus group discussion sessions was used to elicit data from a sample of participants drawn from 22 South African FM organizations. The data was analyzed using a combination of content analysis, relative importance index and interpretative structural modeling for various data sets toward achieving the study’s objectives.

Sixteen employee social well-being factors, classified under job satisfaction, social relationship and knowledge development categories, respectively, were identified as being impacted by AI adoption in FM organizations. Furthermore, it was established that job security, job autonomy and professional status, which belong to the job satisfaction social well-being factor category, were deemed by FM employees as being mostly impacted by AI adoption.

The enhanced understanding of the impact of AI adoption on FM employees’ social well-being factors will contribute to the development of a collaborative intelligence framework for managing AI adoption in FM organizations toward engendering optimal AI–FM employee relationships for improved productivity.

Besides being one of the foremost studies to investigate the impact of AI adoption on FM employees’ social well-being, this study introduces a hierarchical framework of understanding employee social well-being factors based on multi-stakeholder perspectives.

The purpose of this study is to identify organisational homeostasis factors in the context of healthcare organisations and to develop a conceptual model for green transformation.

The organisational homeostasis factors were determined by review of literature study and the opinions of healthcare experts. Scheduled interviews and closed-ended questionnaires are employed to collect data for this research. This study employed “TISM methodology” and “MICMAC analysis” to better comprehend how the components interact with one another and prioritise them based on their driving and dependence power.

This study identified 10 factors of organisational homeostasis in healthcare organisation. Recognition of interdependence, hormesis, strategic coalignment, consciousness on dependence of healthcare resources and cybernetic principle of regulations are the driving or key factors of this study.

The study's primary focus was on the organisational homeostasis factors in healthcare organisations. The methodological approach and structural model are used in a healthcare organisation; in the future, these approaches can be applied to other industries as well.

The key drivers of organisational homeostasis and the identified factors will be better comprehended and understood by academic and important stakeholders in healthcare organisations. Prioritizing the factors helps the policymakers to comprehend the organisational homeostasis for green transformation in healthcare.

In this study, the TISM and MICMAC analysis for healthcare is proposed as an innovative approach to address the organisational homeostasis concept in the context of green transformation in healthcare organisations.

This paper aims to “identify,” “analyse” and “categorise” the readiness factors of lean sustainability in health-care organisation using total interpretive structural modelling (TISM).

To obtain the data, a closed-ended questionnaire was used in addition to a scheduled interview. To identify how the factors interact, the TISM approach was used, and the matriced’ impacts croise’s multiplication applique’e a UN classement (MICMAC) analysis was used to rank and categorise the lean sustainability readiness factors.

This study identified ten lean sustainability readiness factors for health-care organisation. The identified factors are resources utilization practice (F1), management commitment and leadership (F2), operational flexibility (F3), workforce engagement and time commitment (F4), sustainability motivational factors (F5), awareness of lean and sustainable practice (F6), hospital design (F7), energy efficiency practices in hospitals (F8), responsible autonomy (F9) and new system adoptability training (F10). The key/driving factors are identified in this study are operational flexibility, sustainability motivational factors, management commitment and leadership, new system adoptability training.

The study focussed primarily on lean sustainability factors for the health-care sector.

This research will aid key stakeholders and academics in the better understanding the readiness factors that influence lean sustainability in health-care organisation. This study emphasises the factors that must be considered when applying lean sustainable practices in health care as a real-world application in a health-care organisation. These readiness factors for lean sustainability can be used by an organization to comprehend more about the concept and the components that contribute to health-care lean sustainability.

This study proposes the TISM technique for health care, which is a novel attempt in the subject of lean sustainability in this sector.

Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations.

For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed.

Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour.

Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation.

Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.

This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.

A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.

It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.

For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.

This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.

Adopting sustainable building materials (SBMs) is one way to reduce the negative environmental impacts of the built environment. However, the adoption of SBMs is not as high as expected. This study aims to investigate which factors affect the adoption of SBMs.

A literature review and discussions with professional practitioners formed an initial list of variables affecting readiness to adopt SBMs. A questionnaire survey was designed, and data from industrial practitioners were collected using the snowball sampling method. The data collected from 218 respondents were analyzed using the PLS-SEM technique.

The findings show that SBM adoption is critically influenced by readiness at different levels (market, organization, and employee). Specifically, market readiness enhances organization preparedness (beta = 0.628), and organization readiness positively affects employee readiness (beta = 0.510). Market, organization, and employee readiness positively impact the adoption of SBMs (beta = 0.386, 0.364, and 0.158, respectively). Moreover, the relationship between market and employee readiness is fully mediated by organization readiness (indirect effect = 0.320; p = 0.000). Organization readiness positively mediates the relationship between market readiness and SBM adoption (indirect effect = 0.050; p = 0.001). The relationship between organization readiness and SBM adoption is fully mediated by employee readiness (indirect effect = 0.229; p = 0.000). Additionally, employee readiness positively mediates the relationship between market readiness and SBM adoption through organization readiness (indirect effect = 0.080; p = 0.000).

While past studies have predominantly focused on human perception, this study recognizes the importance of contextual factors like market conditions, Organization readiness, and employee readiness in shaping the adoption of SBMs. Thus, it fills a notable void in the literature and highlights the need for a broader theoretical framework that incorporates both individual perceptions and external contextual influences.

The purpose of this research was to study sustainable water resource management using a stimulus-organism-response (SOR) perspective.

This research study was an exploratory qualitative study. Thematic content analysis was used based on semi-structured interviews with 30 experts operating in the USA, representing 26 water-intensive organisations across different industries. The study was anchored in the theoretical foundations of SOR perspectives.

The results of this study revealed several fundamental factors, processes and forces that were considered by organisations for sustainable water resource management. Managers evaluated risks relative to water resources and developed strategic initiatives regarding water management. The authors found that often organisations considered water resources management aspects while deciding business operations. This was especially true for substantive water resource-consuming organisations with wide geographical operations.

Through this study, the authors explained how the interrelationship between organisations and water resources presented risks and challenges. The authors applied SOR theoretical perspective in this research study. This was while factoring in an organisation’s present considerations and future plans regarding sustainable water resource management. Thus, the study findings were expected to further interdisciplinary research at the intersection of organisational and environmental studies.

The finding that water sustainability challenges and efforts could act as strong motivating forces for innovation and technology was significant. Water sustainability challenges could also be a catalyst for synergistic collaborations amongst organisations and diverse groups of institutions. The study insights were relevant to organisational scholars, the water management industry regulators and managers involved with organisational sustainability programmes.

Organisational challenges regarding sustainable water resource management have been influenced by growing populations and climate change. Furthermore, the increasing context of scarcity was compounded by increased pressures from numerous stakeholders. Although critical water management issues were recognised by organisations, relatively little was known about how organisational managers were planning for and responding to these issues. This research study contributed towards addressing the mentioned research gap.

The purpose of this study was to understand the lived experiences of ten (10) product innovation employees in medical device firms’ sustainability initiatives, considering leadership, organizational and employee factors within the healthcare industry.

Phenomenology was chosen as it supports an in-depth analysis of the lived experience of several individuals, who are experiencing a similar phenomenon. This methodology permitted the researcher to “view experience and behavior as an integrated and inseparable relationship of the subject and object and of parts and whole.”

The intersection of employee, leader and organizational factors should be considered to further organizational citizenship behavior to the environment. Within each theme, cognitive dissonance is present. Understanding and acknowledging the choice required by the individual, leader and/or organization may impact overall environmental organizational citizenship behavior.

When implementing sustainable activities, three key areas should be evaluated: leaders, organizations and employees.

This study provides insight into employee experiences and sustainable activities.

This research adds to the literature on organizational citizenship behavior to the environment within medical device firms as it provides insight into how sustainability programs within firms could be approached. Healthcare’s climate impact contributes to emissions which are equivalent to having 75 million vehicles on the road, annually. In addition, this study provided an initial understanding of the lived experiences of employees within the medical device industry when themes are analyzed. The results may help organizations understand the experiences of employees to further advance their vision and mission, by understanding the phenomenon of how sustainability initiatives are perceived.