The Empowerment of Organizational Adaptive Change for Corporate Sustainable Development: A Case Study of K Company in the Greater Bay Area

Organizational adaptive change is one of the key drivers of corporate sustainable development. It helps improve decision-making efficiency and execution capability, promotes management and technological innovation, and enables businesses to respond more flexibly to market changes, ultimately achieving long-term business continuity. This paper uses D Company as a case study to explore the enabling mechanism of organizational adaptive change for corporate sustainable development. Firstly, the basic concepts, characteristics, and key theories related to organizational adaptive change are systematically reviewed. Secondly, from the perspective of process mechanisms, a “Strategy-Organization-Environment” vertical analysis framework is applied, and the paper examines four horizontal dimensions—drivers, objectives, content, and performance measures—of organizational adaptive change to uncover the operational ideas and mechanisms that enable corporate sustainable development. Finally, a matrix model for organizational adaptive change enabling corporate sustainable development is proposed, and based on this model, four fundamental principles of organizational adaptive change are derived. This paper theoretically explains the micro-process mechanisms of organizational adaptive change, revealing that it is a process of continuous coordination and integration between organizational strategy, organizational management (including human resource management), and organizational environment. The paper enriches the theory of organizational change and provides practical insights for other companies undergoing organizational adaptive change.