Rethinking Organizational Sustainability: Resolving the Conceptualization Enigma through an Integrative Framework

Abstract

Organizational sustainability has emerged as a critical concern for firms navigating increasing regulatory, stakeholder, and environmental pressures. Despite its importance, the concept remains fragmented, with research variably framing sustainability as (i) observable actions and reporting practices, (ii) a strategic capability fostering long-term competitiveness, (iii) a process of addressing stakeholder needs over time, and (iv) an outcome of employee thriving and organizational resilience. This conceptual paper synthesizes these diverse perspectives to provide conceptual clarity and guide operationalization in both research and practice. Using an integrative review of multidisciplinary literature, the study develops a comparative framework that links each perspective to its underlying assumptions, key constructs, and common measurement approaches. Building on this framework, the paper proposes a synthesized view of sustainability as a dynamic, stakeholder-embedded capability that is manifested through concrete organizational practices and reflected in multidimensional outcomes. The study contributes to theory by reducing definitional ambiguity and offering a structured approach for selecting indicators aligned with specific research questions. For practitioners, the findings provide actionable insights for designing and implementing sustainability initiatives that integrate operational effectiveness, stakeholder value creation, and employee well-being. Overall, this work advances a holistic understanding of organizational sustainability, emphasizing its multidimensional and integrative nature.