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The purpose of this study is to discuss the construction of a structural measurement model utilizing structural equation modelling (SEM) to confirm the link between Industry 4.0 technologies, sustainable manufacturing practices and organizational sustainable performance. Relationship among the paradigm has yet to be fully investigated, necessitating a more conceptual and empirical examination on what impact they have on organizational sustainable performance when used together.

Industry 4.0 and sustainable production practices aim to progress a company's business competitiveness, forming sustainable development that benefits manufacturing companies. The aim of the study is to analyze the relationship between constructs that lead to operational excellence in firms that use Industry 4.0 technologies and sustainable manufacturing techniques. Experts from diverse automotive industries, who are applying both Industry 4.0 and sustainable manufacturing practices, provided data for the study.

Statistical estimations (hypotheses) are created to substantiate the measurement model that has been developed. The structural model was analysed, and the findings were discussed. The statistical estimate is either approved or rejected based on the findings. According to the conclusions of this study, strong link exists between Industry 4.0 technologies and sustainable manufacturing practices that affect organizational sustainable performance environmentally, economically and socially.

The research was conducted in the framework of automobile component manufacturing companies in India. The outcomes of the study are practically feasible.

The authors' novel contribution is the construction of a structural model with Industry 4.0 technologies and sustainable manufacturing practices into account.

The purpose of this study determines how environmental management control system (MCS) packages influence ecological sustainability and sustainable performance through the mediating role of environmental strategies. Furthermore, this applies organizational capabilities as moderating variables between environmental strategies, ecological sustainability and sustainable performance in a sample of 373 construction firms.

The authors apply quantitative questionnaire data from construction firm representatives (from project, sales and construction managers and contract managers, executive directors and engineers) to structural equation modeling and SmartPLS for our analysis.

The results demonstrate that recourse to environmental MCS packages significantly influence ecological sustainability, sustainable performance and environmental strategies. Additionally, environmental strategies and organizational capabilities significantly influence ecological sustainability and sustainable performance. Moreover, environmental strategies mediate between environmental MCS packages, ecological sustainability and sustainable performance. Organizational capabilities significantly moderate the relationship between ecological sustainability and sustainable performance.

This research highlights the issue of how the management of construction organizations deploy environmental MCS packages, organizational capabilities and business strategies to measure ecological sustainability and improve their sustainable performance. This study fills a gap in the literature and facilitates the management of construction organizations in strengthening their internal resources in terms of environmental MCS packages, environmental strategies and organizational capabilities able to help improve their ecological sustainability and sustainable performance.

There are few studies building theoretical frameworks for incorporating environmental MCS packages, organizational capabilities, environmental strategies, ecological sustainability and sustainable performance into a single study. Although the influence of various types of intangible resources on ecological sustainability and sustainable performance receive considerable examination in the literature, there is a dearth of attention paid to understanding the role of environmental MCS packages, environmental strategies and organizational capabilities in determining the ecological sustainability and sustainable performance of construction organizations.

The purpose of this paper is to investigate the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory.

Data were collected using a web-based survey (293 usable responses). Respondents were full-time employees from the UAE’s oil-and-gas sector. The proposed hypotheses were tested using hierarchical regression for direct and indirect relationships. Confirmatory factor analysis was used to confirm the validity of the proposed framework.

Sustainable HRM has a significant direct effect on sustainable employee performance and perceived sustainable organizational support. The mediating influence of organizational knowledge sharing (OKS) and employee empowerment were significant to varying degrees, proving the different interactions between the study constructs.

The mediating effect found for OKS and employee empowerment suggests that organizations should consider multiple combinations of practices to sustain positive outcomes, especially in dynamic markets. The alignment between different managerial practices can enhance anticipated organizational outcomes. Establishing knowledge-sharing practices will, therefore, help in enhancing employee performance, supporting the role of sustainable HRM. Empowering employees will also help in establishing a sense of perceived support that employees will value, leading to positive reciprocity from employees.

This study extends the literature on sustainable HRM and its links to positive organizational outcomes in the context of the UAE. The study also demonstrates that mediators of the direct relationships can have varying effects and associations with different organizational outcomes.

The purpose of this study is to explore the interplay among self-organization, networks and sustainable innovations within microfinance institutions (MFIs) and to examine the extent to which organizational resilience plays a significant role in shaping these dynamics as a mediator.

This paper adopted a cross-sectional research design combined with analytical and descriptive approach to collect the data. Smart partial least squares structural equation modeling (PLS-SEM) was used to construct the measurement model and structural equation model to test the mediating effect under this study.

The results revealed that organizational resilience is a significant mediator in the relationship between self-organization, networks and sustainable innovations among microfinance institutions in Uganda.

The data for this study were collected only from microfinance institutions in Uganda. Future studies may collect data from other formal financial institutions like commercial banks and credit institutions to test the mediating effect of organizational resilience. More still, the study adopted only a single approach of using a questionnaire. However, future research through interviews may be desirable. Likewise this study was cross-sectional in nature. Therefore, a longitudinal study may be useful in future while investigating the mediating role of organizational resilience traversing over a long time frame.

A possible implication is that microfinance institutions which desire to have sustainable innovative solutions for their business operations in disruptive circumstances may need to scrutinize their capacity to be resilient and self-organize.

Microfinance institutions play a great role to the underserved clients. Thus, for each to re-organize to be able to provide services that meet users’ needs, without physical products so as to ensure long-term financial and social welfare combined with the ability to bounce back and adapt in times of economic downturn to avoid mission adrift.

While most studies have been carried out on organizational resilience, this paper takes center stage and is the first to test the mediating role of organizational resilience in the relationship between self-organization, networks and sustainable innovations, especially in microfinance institutions in Uganda. This paper generates strong evidence and contributes to the powerful influence of organizational resilience in enhancing the level of sustainable innovations based on self-organization and networks.

This study aims to understand the impact of leadership styles on the sustainability of organizational energy, using the mediator role of organizational ambidexterity in family firms in Malaysia. To this end, dual-stage Structural Equation Modeling (SEM) and Artificial Neural Networks (ANN) were adopted to determine the leadership style of family firms in Malaysia.

An exploratory design (i.e. questionnaire) was used to collect data from 528 workers in the family firms in Malaysia.

According to the results, leadership styles and long-term organizational energy have a positive and significant relationship. Furthermore, organizational ambidexterity mediates the relationship between leadership styles and organizational energy sustainability. On the other hand, based on nonlinear and compensatory relationships, the ANN method predicted a bureaucratic leadership style typical in Malaysian family businesses. The results of this study indicate transformational, transactional and bureaucratic leadership styles affect sustainable organizational energy. Besides, organizational ambidexterity fully mediates the relationship between leadership styles and sustainable organizational energy. On the other hand, the results of non-compensatory relationships revealed organizational ambidexterity is the most determinant of sustainable organizational energy, followed by bureaucratic leadership. As a result, leadership styles encourage human resources to perform tasks with energy and vitality. In family businesses, bureaucratic leadership increases job immersion and positive motivations toward work challenges.

From a practitioner's perspective, leaders and practitioners must encourage creativity and idea generation to give members sufficient strength to work and focus on goals that support building sustainable organizational energy. A family business is a type of capitalism that significantly impacts employees. The family-owned businesses surveyed by first-generation families lack subsidiaries and are ingrained in a paternalistic culture that offers employees greater security at a lower wage. Although there are few details, the study sample size is small and has limitations. This study suggests that understanding the leadership styles on sustainable organizational energy and using the mediator role of organizational ambidexterity in the family business has immense value. Characteristics such as transformational, transactional and bureaucratic leadership styles have a significant role in sustainable organizational energy. Also, organizational ambidexterity is the mediator for the relationship between leadership styles and sustainable organizational energy.

This study sheds light on the effect of leadership styles on sustainable organizational energy through organizational ambidexterity in family firms. In this context, the novelty of this study includes two perceptions. The first explored the impact of exploration and exploitation on sustainable organizational energy. The second investigates linear and nonlinear relationships to predict sustainable organizational energy determinants.

The purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance.

The method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field.

The findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance.

This study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE.

Health-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors.

Originality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.

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.

The purpose of the present study is to investigate the role of responsible leadership in impacting organizational sustainability performance grounded in the stakeholder theory. Further, it delves into the underlying mechanism that accentuates the link between responsible leadership and organizational sustainability performance via mediating role of sustainable HRM practices within the organization.

The study follows a cross-sectional research design using data collected via questionnaire-based survey from employees working in top 100 NSE listed organizations in India. The proposed hypotheses of the research were tested using SPSS Process Macro.

Results depicted that there is a direct relationship between responsible leadership and organizational sustainability performance. However, the relationship is better explained with a mediating role of sustainable HRM practices within the organization.

The study is helpful for the practitioners to understand the instrumentality of responsible leadership and sustainable HRM practices within Indian organizations. Moreover, the study promotes the relevance of achieving sustainability-oriented goals of the organizations.

The study fosters the limited research on the integration of leadership style and HRM function. The results further add to literature on sustainable HRM by studying its antecedents and consequences.

This study aims to fill a gap in the literature by investigating the relationship between sustainable HRM, organizational resilience, and social, economic, and environmental sustainability.

This study utilized a quantitative approach to examine the relationship between sustainable HRM, organizational resilience, and sustainability within the hotel industry. The research was conducted through a simple random survey of 153 hotels and restaurants, using online and face-to-face data collection methods. The data is analyzed through AMOS.

The study highlights that sustainable HRM practices enhance organizational resilience and contribute to social, economic, and environmental sustainability. This research makes theoretical contributions to the literature on HRM and sustainability while offering practical insights for the hotel industry in implementing sustainable HRM to tackle the grand challenge of sustainability. Our findings indicate a positive influence of sustainable HRM on sustainability through organizational resilience.

Previous research needs to adequately explore how sustainable HRM contributes to all three dimensions of sustainability. This study aims to address this gap and provide implications for academics and managers by presenting evidence that sustainable HRM makes organizations resilient, leading to social, economic, and environmental sustainability.

This study explores the relations among corporate sustainability strategies, the intense use of sustainability control systems (SCSs) to implement these strategies and the emergence of organizational capabilities for sustainability.

Using survey data from a sample of 157 European firms across different industries, the authors explore differences between reactive and proactive sustainability strategies in their impact on the intense use of SCSs. The authors analyze the joint impact of a proactive sustainability strategy and an intense use of SCSs on the emergence of the organizational capabilities of sustainable market orientation, sustainable organizational learning and sustainable innovation. Furthermore, we explore the relevance of single levers of control for these capabilities.

The results show that a proactive sustainability strategy is associated with an intense use of SCSs and with the development of the three organizational capabilities. The authors provide evidence that the intensity of use of SCSs mediates the association between proactive sustainability strategy and the emergence of the three organizational capabilities. An interactive use of controls is constantly more important than a diagnostic use of controls in the emergence of the three capabilities.

The findings provide novel empirical evidence on the mechanisms through which corporate sustainability strategy is implemented in European organizations. The results contribute to an improved understanding of the organizational determinants underlying the development of organizational capabilities for sustainability.