Social sustainability and good work in organisations: exploring how and why a recent phenomenon is being enacted

This chapter elaborates on the concept of social sustainability, and its connection to possibilities and hindrances for good work. Social sustainability, in organizational contexts, emphasizes the long-term well-being of stakeholders. Organizational long-term strategies should prioritize employee well-being, mental health, community engagement, and ethical supply chain management, inter alia. Distinct from Corporate Social Responsibility, which responds to immediate stakeholder expectations, social sustainability emphasizes durable, institutionalized measures. The United Nations' Sustainable Development Goals have nudged many organizations to implement social sustainability. However, many organizations have come under scrutiny for acting merely ceremonial, and the line between genuine corporate mission and ceremonial lip services has to be critically observed. Key chapters of this book explore social sustainability in numerous areas, e.g., in higher education (as sustainable knowledge in business students), in corporate communication (employee identification, corporate volunteering, and corporate heritage), and in sustainbel human resource management practices. Workplace toxicity, especially towards minorities, is explored, highlighting both the role of bystanders, and the financial repercussions of ignoring workplace harassment. Digital transformation's social implications, employee well-being, and the importance of psychological safety in startups are addressed. The chapters, all together, signify the relevance of meaningful work for long-term societal cohesion, and individual fulfillment.