Organizational Learning and Sustainability: A Review of Adaptive Strategies of Indian Firms to Engage Gen Z Employees

Abstract

As sustainability becomes a central focus in corporate strategy, Indian firms must cultivate organizational learning to effectively engage Generation Z (Gen Z) employeeswho prioritize purpose-driven work, ethical leadership, and environmental responsibility. This study conducts a systematic review to explore how Indian businesses integrate sustainability into their organizational learning frameworks to foster engagement and long-term commitment among Gen Z employees. Grounded in organizational learning theory, dynamic capabilities theory, and sustainable human resource management (HRM) frameworks, the study examines key dimensions such as green HRM practices, sustainability leadership, digital learning tools, and knowledge management systems that facilitate sustainability-driven organizational change. Findings indicate that Indian firms are increasingly leveraging continuous learning mechanisms, participatory decision-making models, and digital engagement strategies to embed sustainability into workplace culture. Furthermore, sustainability-oriented training programs, leadership development initiatives, and cross-functional collaboration play a crucial role in reinforcing sustainable business practices. However, challenges such as institutional inertia, generational differences in sustainability commitment, and regulatory inconsistencies hinder full-scale adoption. By synthesizing interdisciplinary insights from strategic management, organizational behavior, and HRM, this study provides actionable recommendations for firms to enhance sustainability-driven workforce engagement through adaptive learning frameworks. This research contributes to the broader discourse on corporate sustainability, talent management, and intergenerational workplace transformation in the Indian business environment, offering insights for both academic scholarship and industry practice.