Aug 2026· Sustainability· Vol 18, pp. 8326· 0 citations· 44 references
Abstract
Organizations increasingly face the challenge of integrating sustainability into strategic planning and governance systems while ensuring stakeholder participation, accountability, and long-term value creation. This study develops a stakeholder-based governance model by examining how strategic planning processes contribute to the integration of sustainability within organizational management. A mixed-methods approach was employed, combining documentary analysis of institutional planning instruments, surveys administered to students, professors, and administrative staff, and semi-structured interviews with seven senior institutional leaders responsible for strategic decision-making. The empirical evidence was obtained from an Ecuadorian higher education institution operating in the context of an emerging economy. The results revealed high levels of stakeholder support for sustainability integration, with positive perceptions reported by professors (89.8%), students (83.6%), and administrative staff (74.0%). The findings also highlighted the importance of leadership commitment, stakeholder engagement, governance mechanisms, performance indicators, monitoring, and continuous improvement in supporting long-term institutional sustainability. Based on these results, a stakeholder-based governance model is proposed that integrates Strategic Planning, Stakeholder Theory, Sustainable Governance, and Organizational Sustainability into a unified management framework. The study concludes that sustainability can be strengthened when governance structures and strategic planning processes operate as interconnected mechanisms that guide organizational decision-making, performance evaluation, and long-term institutional development. This study proposes an evidence-informed governance model derived from a mixed-methods case study conducted at a private technological university in Ecuador.
This study aims to understand how higher education institutions (HEIs) operationalize systemic sustainability by examining their organizational routines and stakeholder engagement processes, guided by systems thinking to identify feedbacks among routines, governance and stakeholder dynamics rather than to develop formal simulation models. It seeks to identify the mechanisms, enabling factors and barriers that shape institutional transitions toward holistic sustainability integration. This study does not develop formal system dynamics models; rather, it qualitatively identifies reinforcing and constraining feedback mechanisms.
A qualitative multi-case study design was employed, focusing on three HEIs recognized for advanced sustainability initiatives. Data were gathered through semi-structured interviews with faculty, administrators, staff and students, complemented by document analysis and observations of campus-level practices. In total, 30 participants were interviewed across the three HEIs, including administrators, faculty, sustainability officers and student representatives, enabling a multi-perspective view of systemic sustainability processes. Systems-informed thematic analysis, combining cross-case pattern mapping with the identification of reinforcing and constraining mechanisms, and drawing on stakeholder theory, was used to interpret patterns across institutional contexts; the study does not include quantitative system dynamics modeling.
Four interrelated drivers emerged: the embedding of sustainability into daily organizational routines, inclusive stakeholder engagement that nurtures collective agency, adaptive governance mechanisms enabling coordinated action and mediating influences of leadership and institutional culture. Despite noteworthy progress, challenges persist, including fragmented responsibilities and resistance to cultural change within specific groups. The analysis primarily uncovers qualitative patterns and mechanisms, highlighting how sustainability becomes institutionalized through recursive practices and feedbacks rather than through isolated initiatives or formally modeled dynamic trajectories.
The study contributes by offering a qualitative, systems-informed framework that links organizational routines, governance arrangements and stakeholder dynamics in the sustainability transformation of HEIs. It advances understanding of systemic sustainability as an embedded, evolving process by articulating key reinforcing and constraining mechanisms in HEI sustainability transitions. It provides policymakers, university leaders and educators with actionable insights to foster more integrated, resilient and participatory sustainability strategies across higher education systems.
Isabel Barbosa· International Journal of Org...· 0 citations
This study investigates the integration of managerial skills and strategic leadership competence among Local Chief Executives (LCEs) in Zamboanga Sibugay Province to establish a robust governance development framework aimed at enhancing public service delivery and restoring citizen trust. Utilizing a descriptive-correlational research design, the investigation assesses the LCEs' core managerial capacities, spanning resource allocation, operational oversight, and crisis management, alongside strategic leadership traits such as visionary planning, stakeholder engagement, and policy innovation. Quantitative data gathered from local government officials, department heads, and community stakeholders evaluate the tangible impacts of these leadership attributes on administrative efficiency, transparency, and municipal performance metrics. The findings reveal a significant positive correlation between high LCE leadership competence and elevated levels of public trust, underscoring that technical management alone is insufficient without strategic foresight and participatory governance. Challenges such as resource constraints, political dynamics, and institutional bureaucratic delays were identified as key impediments to optimal service execution. Based on these insights, a comprehensive Governance Development Framework is proposed, emphasizing continuous capacity-building programs, structured performance management systems, and transparent civic engagement mechanisms to institutionalize good governance practices across the local government units of Zamboanga Sibugay.
Dr. Mujahid C. Jajurie, Dr. Leticia Balde Bangcong, Dr. Evangeline S. Capitania· EPRA international journal o...· 0 citations
Objective: Governmental and public sector entities face ever-increasing pressures for enhanced governance, more accountability, better services to the public, etc. It is usually argued that both planning and risk management are important tools for good management. However, limited empirical research is available about how the combined effect of planning and risk management contributes to improving governance in local governments and especially in the Gulf region. In Muscat Municipality, we examined the linkages between strategic planning, risk management and the performance of governance.
Theoretical Framework: The governance performance was captured into three aspects of governance: managerial, resourceful and project governance.
Methodology: We followed a cross-sectional quantitative research design methodology, where data were gathered using a structured questionnaire from 303 respondents from various departments and managerial levels within Muscat Municipality. The collected data were analyzed using descriptive statistics and multiple regression analysis.
Results: Results show that both strategic planning and risk management had positive effects on the improvement of governance performance in all three dimensions; while strategic planning had higher significance as a predictor of the success of governance performance and more relevance to project governance, focusing on prioritization, coordination, and performance measurement. Likewise, risk management contributed positively towards governance performance through improving the effectiveness of the controls, making good decisions by managers, and dealing efficiently with internal uncertainties. The current research contributes to the strategic management and enterprise risk management research streams by examining the role of Omani municipalities (an under-studied area) in strategic risk management.
G. E. Erdil, Ahmed Fadhil Al-Ali· Journal of Lifestyle and SDG...· 0 citations
Background Organizational-level leadership competencies are critical for the development and governance of resilient public health systems that can endure and thrive in an ever-evolving economic, social, and political context. Analysis A mixed-methods research study identified 20 organizational leadership competencies for public health in Canada, across eight domains, including: systems thinking (e.g., leaders are able to adapt, are nimble, and innovate), policy development/implementation/evaluation (e.g., leaders engage multiple actors in policy) and resource stewardship (e.g., leaders develop a resource allocation strategy that balances efficiency and equity). Policy Options Recommendation: Governments across Canada should undertake legislative and regulatory efforts to implement organizational-level leadership competencies in public health organizations to strengthen system-level governance. Status quo: Without a systemic approach, some organizations will continue to undertake actions that strengthen their governance, while others will not. This could exacerbate inequities in population health outcomes and organizational performance. Conclusion Strengthening organizational leadership competencies is critical for the effective and equitable governance of public health organizations in Canada. Failure to do so could undermine their resilience in a resource-constrained and changing context.
Garima Talwar Kapoor, Shinjini Mondal, Kian Rego et al.· Public Health Reviews· 0 citations
Environmental, Social, and Governance (ESG) has become central to corporate strategy, yet the social dimension remains underdeveloped in both scholarship and practice, especially within the built environment. This review examines how Strategic Facilities Management (SFM) can help to address this gap by translating high-level ESG commitments into operational, facility-level actions. Grounded in Stakeholder Theory, the paper argues that facilities are not only physical assets but social environments that influence employee wellbeing, inclusion, productivity, and community outcomes. The review synthesizes the literature on the evolution of Facilities Management (FM) from a cost-focused operational function to a strategic discipline focused on value creation, sustainability, and stakeholder engagement. It highlights SFM's relevance to ESG through workplace usability, ethical procurement, community engagement, digital governance, and alignment with the Sustainable Development Goals. The paper also examines major debates in the field, including the challenge of measuring social value and the gap between strategic ambition and operational capability. This study adopts a structured conceptual literature review methodology to synthesize and critically evaluate existing literature and develop a conceptual framework grounded in Stakeholder Theory. In response, it proposes a conceptual framework that integrates Stakeholder Theory with SFM practice to guide the identification, implementation, and evaluation of social ESG outcomes. The paper concludes that SFM is well positioned to bridge the strategy execution gap in corporate ESG and strengthen socially responsive sustainability practices in the built environment.
Corporate governance has become an essential component of organisational management because it promotes transparency, accountability, ethical leadership, and responsible decision-making. Strong governance practices enhance stakeholder confidence, improve operational efficiency, strengthen financial discipline, and support sustainable business growth. The present study examines the corporate governance practices adopted by Capgemini and evaluates their contribution to organisational performance. The study focuses on major governance dimensions such as board effectiveness, transparency, accountability, ethical business conduct, internal control systems, risk management, regulatory compliance, corporate social responsibility, and stakeholder satisfaction. The research is based on both primary and secondary data collected from organisational respondents, annual reports, governance reports, journals, and other published sources. The findings indicate that Capgemini has established an effective governance framework that promotes ethical business practices, strengthens internal controls, enhances regulatory compliance, and improves organisational sustainability. The study concludes that effective corporate governance significantly contributes to stakeholder trust, operational excellence, and long-term organisational success. The findings provide valuable insights for management professionals, investors, academicians, researchers, and students interested in corporate governance and sustainable business management.
Vangari Supriya, K. S. Jyothi· International Journal of Sci...· 0 citations
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