Page 77 - CMA Journal (May-June 2025)

Articles Section

These features show that Buoyancy may help SDGs. On Firms may respond to risks and shift crisis strategies using
the contrary, innovations that curtail outcomes and rich input reserves. Organizational Buoyancy helps
strategic misalignments that slow down growth hamper organizations learn, identify growth opportunities, and
organizational Buoyancy and result in SDG failure. optimize strategic change expectations. Post-epidemic,
Whereas, at times, Buoyancy may motivate innovation, enterprises with organizational Buoyancy are more
which supports SDGs on climate change, economic hopeful about significant input investments for strategy
growth, and inequality. Innovative abilities enable transformation. They can swiftly identify business
companies to develop green technologies, boost input possibilities and predict future growth direction to
efficiency, and promote sustainability. Strategy changes initiate strategic change. Strategic change helps
for Buoyancy may raise input costs and inefficiencies, reallocate inputs, but it costs. It supports input
impeding SDG progress. investment, causing an input-output mismatch. Strategic
transformation demands significant input commitment,
Home country competitiveness may increase Buoyancy
which may increase finance and learning costs. It may
by stimulating innovation and input optimization. Home
reduce green investment and business pollution control,
country institutional pressures, SDG ratings, and other
affecting firm performance.
stimuli force corporations to link Buoyancy strategies to
SDGs. These moderating factors highlight how Strategic change and input reallocation may fire rage and
externalities impact Buoyancy and firm performance. In a resentment in old employees and pressure groups, and
tumultuous and unpredictable global context, may even lead to organizational inertia. These
organizational Buoyancy is essential for SDG enterprises. dissatisfied groups will not cooperate during task
Buoyancy helps organizations adapt to disturbances, execution, hindering firm performance. Strategic change
continue operations, and recover from crises while needs organizational commitment to bear learning costs
pursuing long-term objectives. Given the rising (breakdowns, rejected orders, obsolete inventories),
frequency of pandemics, geopolitical conflicts, and since business units at ground level can only absorb that
climate-related calamities, Buoyancy is crucial. much as permitted in their budgets. The frequent
changes in input allocation paradigms would definitely
Scholars show that Buoyancy helps firms create and
strain the company's management structure, which may
execute sustainable solutions, which are crucial for firm
hurt SDG performance. Managers may engage in
performance. Likewise, innovation contribution is crucial
initiatives with short-term outcomes to chase fame,
to SDG Buoyancy. Innovation helps agile organizations
money, and power, which will worsen the principal-agent
create cleaner technology, increase input efficiency, and
dilemma and hurt corporate governance.
better governance, contributing to many SDGs. Green
innovation promotes SDG 13 and SDG 9, whereas social Organizational Buoyancy helps gain insight into external
innovation helps SDG 10 and SDG 8. While important for situations, respond quickly, and influence strategic
adaptation, strategic change may add costs and diminish change expectations. Strategic change may raise costs for
SDG alignment, challenging Buoyancy. finance, learning, and input coordination, hurting SDG
achievement factors influencing firm performance. The
External Factors Shaping Buoyancy Impact SDGs, if achieved by the corporations, would also help
them be agile from crises and adapt to change. Buoyancy
The Buoyancy-SDG link may be influenced by home
increases SDG achievement through innovation
country competitiveness and SDG scores. Competitive
investments, but risks of inefficiency and input depletion
markets encourage input optimization and
through costly strategy adjustments cannot be ignored.
sustainability-driven innovation. At the same time,
Buoyancy encourages innovation, which helps firms
national SDG commitments force corporations to match
develop green technologies, enhance input efficiency,
their plans with global sustainability goals. Moderators
and embrace SDG-aligned social practices. Strategic
emphasize Buoyancy's contingent effect on firm
changes to address environmental uncertainty may be
performance, emphasizing the need for complex
expensive, diverting inputs from sustainability projects
assessments incorporating internal and external factors.
and reducing SDG accomplishment.
Organizational Buoyancy improves businesses' external
Competitive ecosystems encourage input optimization
environment sensitivity. It helps firms determine the best
and innovation, boosting Buoyancy’s SDG benefits.
strategy by diagnosing and evaluating external data.
Countries with higher SDG scores stimulate and
Organizational Buoyancy helps organizations adapt
normatively compel enterprises to align their strategies
swiftly to strategic change. Agile organizations are
with sustainability objectives, ensuring Buoyancy-driven
adaptable and have abundant resources. Strategic
adjustments favor long-term sustainability. In less
transformation is a process opted by organizations to
competitive or poorly SDG-aligned situations, Buoyancy
deliberately reallocate internal inputs to respond to the
may be reduced, and strategic change inefficiencies may
external environment.
increase.
ICMA’s Chartered Management Accountant, May-June 2025 75