Higher education institutions (HEIs) have been urged to integrate sustainability across all their structural and organizational dimensions. A promising area of research and practice that can help to deliver this is organizational change management for sustainability. While this field has received increasing attention over the past decade, a comprehensive assessment is still lacking. Therefore, a systematic quantitative review was carried out to summarize and synthesize the academic literature on organizational change management approaches that aim to holistically embed sustainability in HEIs. Furthermore, this review aims to illustrate what change factors have been observed and how they have been analyzed, and from this highlight implications for practice and pathways for future research. The literature reviewed puts strong emphasis on change processes and human factors, as well as elements of the institutional framework, such as vision and strategy. The findings highlight the value of strategic and reflective actions, the importance of understanding and actively shaping change processes, and that change towards sustainability requires broad stakeholder input and commitment. This review serves as an important reference point for future research and practice.

While public bodies and civil society organisations play an important role in the transition towards a more sustainable society, there has been very limited research on how to make these institutions more sustainable. Therefore, the purpose of this study is to generate insights on processes and patterns of change towards sustainability, and to identify effective practices that might be transferred and adapted to different institutional contexts. The research followed an organisational change framework and a qualitative exploratory design. Six semi-structured interviews were conducted with experienced sustainability practitioners working at leading organisations in the UK. Thematic analysis of the data revealed three overarching themes: knowledge and reflection, support and engagement, and driving and enabling change. From this, a framework for effective practice was developed, highlighting the importance of (i) explicitly linking organisational understanding to working practices through frequent and deliberate reflection; (ii) developing a support base that provides expertise and legitimacy; and (iii) using context-specific strategies for implementing planned changes, as well as supporting emergent change throughout organisational sub-systems.