Entrepreneurship and Sustainability Issues is a peer-reviewed journal which publishes original research papers and case studies

Entrepreneurship and Sustainability Issues is a peer-reviewed journal which publishes original research papers and case studies

Seaports are pivotal nodes in global trade, under increasing pressure to expedite green transitions while navigating the complexities of modern economic and environmental challenges. This research investigates the intricate relationship between the resilience of port organizational ecosystems and the successful implementation of green transitions. Employing a combination of focus group interviews and participatory observation, the study explores the primary obstacles, particularly the insufficiency of managerial capacity, which hampers the integration of technological innovations. Challenges identified include outdated infrastructure, cybersecurity vulnerabilities, and the imperative for sustained investment in new technologies, along with the need to promote a culture of sustainability. Experts highlight the crucial role of managerial competencies and continuous learning in overcoming these barriers. Furthermore, the research underscores the importance of fostering strong partnerships among stakeholders, including government bodies, industry associations, and environmental organizations. The findings offer valuable insights for policymakers, port managers, and other stakeholders seeking to navigate the challenges for ensuring a sustainable future for the maritime sport organizational ecosystems and maritime industry.

Background/Objectives: Seafarers are a particularly isolated workforce, as they are on-site only with their colleagues, both on and off duty. Long-term duties in the sea environment, irregular working hours, changing time zones, and lack of sleep are some of the many factors that negatively affect the physical and mental health of seafarers. This study aimed to explore the occupational stressors faced by seafarers in Lithuania using the HSE Management Standards Indicator Tool (HSE-MSIT). Methods: In 2023, a quantitative study, using a paper survey, of seafarers’ occupational stressors was conducted in Klaipeda city, Lithuania. A total of 385 Lithuanian seafarers participated in the study. Results: The greatest sources of stress at work were identified as changes at work, relationships, peer support, and management support. Role clarity, demands, and work control were not strong stressors for the seafarers. Analysis of perceived stress levels revealed notable differences between groups with different work experience and job positions. Analysis of years of service (0–11 years vs. 12+ years) found that seafarers with shorter service experienced more stress in terms of demands (p = 0.005), role clarity (p = 0.004), work control (p = 0.035), and relationships (p = 0.02). Based on job position (senior vs. junior), junior seafarers experienced significantly higher stress in the demands (p = 0.001) and role clarity (p = 0.009) subscales. The study revealed that job position and years of work had weak negative correlations with stress indicators at work. The Demands subscale was moderately positively correlated with relationships and change at work. The Relationships subscale was moderately positively correlated with peer support and change at work. Role clarity was moderately negatively correlated with change at work and relationships. Conclusions: Overall, changes at work, relationships, peer support, and management support in the working environment emerged as key factors of perceived stress among seafarers. Junior seafarers and seafarers with shorter years of service experienced higher stress at work. These findings may help in the development of targeted stress management and training strategies tailored to different profiles of seafarers.

Indisputably, the competitiveness and ability of modern organisations to remain aligned with the demands of the market depend on their continuous development, therefore the ability to adapt to and implement external changes within organisations. Managing employee resistance to change is key to a successful implementation of change and organisational sustainability. Problem statement: How to manage employee resistance to change in the context of implementing technological change in organisations for organisational sustainability? The aim of research is to identify notable management measures and propose solutions for managing employee resistance to change for organisational sustainability. The survey was conducted in February 2021. The quantitative study analysis identified the main reasons for resistance to change of employees of public passenger transport organisations because of implementation of technological change and effective means of managing it. It is revealed that the affective dimension of resistance determines the behavioural dimension, the main reasons for employee resistance are personal (which mostly determine the affective dimension), the least significant – organisational, most effective resistance management intervention – education and communication, and the least effective – employee involvement (participation). Managers should pay attention to these findings to keep organisational sustainability.

Background/Objectives: Occupational stress among police officers has been widely studied internationally, yet little is known about how stressors manifest in smaller, post-transition European contexts such as Lithuania. The study aimed to identify key occupational stressors among Lithuanian police officers and to examine how stress patterns differ by gender, job position, and years of service, using a multidimensional framework of organizational and interpersonal factors. Methods: A cross-sectional survey was conducted in 2024–2025 among 381 police officers from five randomly selected Lithuanian police stations. Participants completed the validated Lithuanian version of the Health and Safety Executive Management Standards Indicator Tool (HSE-MSIT). Seven domains of occupational stress were analyzed: job demands, managerial and peer support, relationships, organizational change, work control, and role clarity. Statistical analyses included Mann–Whitney U test, univariate ANOVA, and confirmatory factor analysis (CFA) with multi-group invariance testing. Results: The CFA supported a second-order structure of job stress, although model fit indices showed moderate adequacy (CFI = 0.768, TLI = 0.751). Managerial support, change at work, and peer support were the strongest contributors to the overall stress construct. While gender-related differences were minimal, officers with longer tenure reported lower job demands and greater role clarity. Junior officers expressed a more positive perception of feedback from managers and organizational changes. Measurement invariance tests revealed some item-level non-invariance, suggesting that group comparisons should be interpreted with caution. Conclusions: Occupational stress among Lithuanian police officers is primarily shaped by organizational rather than individual factors. Enhancing managerial competence, communication transparency, and peer-support mechanisms could substantially improve officers’ psychological well-being and resilience within law enforcement institutions.