The influence of cultural dimensions and generational differences on sustainable behavior in organizations - a systematic literature review

Abstract

Sustainable behavior in organizations has become a strategic priority amid global environmental challenges and the objectives of the UN’s sustainability agenda. Cultural dimensions, such as collectivism versus individualism, power distance, and long-term orientation, and generational cohorts are key influences on how organizations and employees engage with sustainability. While numerous studies explore these factors separately, their combined impact remains underexplored. This article addresses that gap by conducting a systematic literature review on how cultural values and generational differences jointly shape sustainable behavior in organizations. The review draws on peer-reviewed articles published between 2000 and 2025 in Web of Science and Scopus-indexed journals in the fields of business, management, and organizational studies. Selection criteria included empirical or theoretical studies linking at least one cultural dimension or generational aspect to sustainability-related organizational behaviors. The methodology followed PRISMA guidelines to ensure a transparent and replicable process. Findings indicate that cultural values significantly influence organizational sustainability outcomes. Cultures characterized by collectivism, egalitarianism, long-term orientation, and a concern for quality of life tend to promote environmental responsibility and social engagement. In contrast, highly hierarchical or materially driven cultures may require institutional reinforcement to adopt sustainable practices. At the same time, organizations with internal cultures that emphasize sustainability - through leadership support, employee involvement, and value alignment - report improved environmental performance. Generational differences further shape sustainability engagement. Millennials and Generation Z typically demonstrate stronger pro-environmental attitudes and expectations from employers, acting as change agents within organizations. However, the effect of generational differences is mediated by cultural context, making it essential to tailor sustainability strategies accordingly. This article contributes an integrative conceptual model and identifies research gaps, offering practical insights for managers to align sustainability initiatives with the cultural and generational profiles of their workforce.