Growth and sustainability strategies for organizations in the Dominican Republic

Resumen

The post-pandemic effects of covid-19 have led to growing tension and uncertainty, increasing the dynamics of fractures in economic, social and environmental aspects. The socio-economic recession coupled with a global impact on public health highlights the need to reinforce a common framework of systematic strategies that can reinvigorate sustainability in enterprises and social economy entities. Moreover, new geopolitical tensions have widened the imbalances that limit the achievement of sustainability. Considering this scenario, this research aims to analyze sustainability growth strategies from the systematic integration of three models through the main function of the variable "creativity" in the agribusiness sector, ecotourism and social economy entities, emphasizing environmental and social aspects. A macro model for agricultural cooperatives is also presented, taking Corporate Social Responsibility as a strategy to promote sustainability. The research was carried out in the Dominican Republic, one of the largest diversified and growing economies in Latin America and one of the most vulnerable to the effects of climate change. The PLS-SEM data analysis technique was used to test the different hypotheses per model. We also presented Responsible Green Innovation as a macro strategy in Dominican agribusiness. The results showed differential results of employee creativity and green creativity on the other related variables. The results suggest that creativity is a key factor in the chaining of a series of systematic strategies that converge to the improvement of environmental and social sustainability. Knowledge management, transformational leadership and different innovation processes contribute to enhance sustainability. In particular 110 agricultural firms were selected for agribusinesses, 187 questionnaires were collected for companies in the ecotourism sector, and 158 questionnaires were collected for social economy entities (89 educational cooperatives, 32 non-profit organizations and 37 foundations). Finally, each model presents a series of novel results, with impacts on theory and practice in the promotion of new strategies from a less conventional angle.