Author Identifier (ORCID)
Richard Hughes: https://orcid.org/0000-0001-6268-5648
Aaron Bradley Baker: https://orcid.org/0009-0006-1818-4137
Abstract
Purpose: This study investigates how organisations respond to sustainability when it becomes a central strategic priority, particularly through project environments. The research seeks to understand the factors influencing organisational responsiveness to sustainability imperatives in projects, addressing a key gap in sustainable project management literature. Design/methodology/approach: The study employed a thematic meta-synthesis of qualitative case studies from multiple countries and different economic sectors. Using grounded theory, data were coded to identify first-order concepts, second-order themes and aggregate dimensions, culminating in the development of a conceptual model of dynamic adaptation. Findings: The analysis revealed three interrelated dimensions that shape organisational responsiveness: strategic governance for sustainability, adaptability to internal and external change and operational proficiencies in data and technology. Together, these dimensions enable dynamic adaptation, illustrating how governance continuity, structural flexibility and evidence-based decision-making contribute to embedding sustainability in projects over time. Research limitations/implications: The study relies on secondary data, with limited insight into the context-specific dynamics of individual projects. Future research should test the conceptual model through longitudinal and empirical studies using primary data. Practical implications: Organisations, particularly in public and not-for-profit sectors, can use the model to assess and enhance their strategic responsiveness to sustainability. Investment in governance mechanisms, adaptive capacity and analytical proficiencies is critical for project success. Social implications: Improved responsiveness in organisational projects has the potential to accelerate sustainable development goal achievement, particularly in sectors or regions facing sustainability inertia. Originality/value: The paper offers a novel conceptual model that integrates strategic management and project studies to explain how organisations dynamically adapt to sustainability imperatives through projects.
Keywords
Dynamic adaptation, organisational responsiveness, project studies, strategic governance for sustainability, sustainable development goals
Document Type
Journal Article
Date of Publication
1-1-2026
Publication Title
Journal of Business and Socio-economic Development
Publisher
Emerald
School
School of Business and Law
RAS ID
94296
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.
First Page
1
Last Page
17
Comments
Hughes, R., & Baker, A. B. (2026). The factors influencing organisational responsiveness for sustainable projects. Journal of Business and Socio-economic Development. Advance online publication. https://doi.org/10.1108/JBSED-07-2025-0253