Sustainability as a Living Process: Learning, Leadership and Continuous Improvement in Swedish Organisations
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Organisational sustainability, Sustainability processes, Leadership and learning, Continuous Sustainable Improvement, Systems thinking, Sustainability maturity, Swedish organisations
Abstract
Sustainability is increasingly recognised as a strategic and operational priority, yet many organisations struggle to translate sustainability ambitions into coherent practice. Swedish organisations, operating within a trust-based and participatory context, offer valuable insights into how sustainability processes evolve across sectors. This study explores how sustainability processes are structured, implemented, and led within Swedish organisations. It examines how sustainability develops from strategic intent to everyday practice and identifies the leadership and learning mechanisms that support progress from compliance toward transformation. A qualitative multiple-case study of 30 organisations across public, private, and non-profit sectors was conducted. Data were collected through document analysis, interviews, and process mapping, and were analysed thematically to identify patterns in process maturity, leadership, and organisational learning. Three maturity stages emerged: reactive, integrative, and transformative. While most organisations had moved beyond basic compliance, few achieved systemic integration. Ecological initiatives were generally the strongest, whereas social and economic dimensions remained underdeveloped. Participatory and trust-based leadership was associated with higher maturity, deeper learning, and shared responsibility. Conversely, fragmented systems and diffuse accountability hindered sustainability progress. The study proposes the Continuous Sustainable Improvement (CSI) model, linking quality management with regenerative learning to conceptualise sustainability as an ongoing organisational process. Practitioner-based cases provided authentic insights but limited longitudinal assessment. The findings reframe sustainability as a continuous, learning-oriented practice rather than a compliance exercise. Organisations should integrate sustainability into core systems, balance structural discipline with cultural engagement, and utilise feedback mechanisms and cross-sector partnerships to support innovation. This approach strengthens trust, inclusivity, and collective responsibility, enhancing both organisational capability and social resilience.
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