Exploring the Relationship between Adaptive Organizational Behavior, Innovation, and Employee Mental Health: A Case Study of Unilever’s Sustainable Living Plan

Unilever’s social innovation, OB, and improvement of employees’ psychological well-being are examined in the context of the company’s USLP and insights into the interplay of these factors for enhancing organizational resilience and sustainability are offered. The study examines the effectiveness and possibilities of developing organizational practices that promote innovation and help the organization raise productivity in the face of growing economic and technological challenges while (also) improving employees’ quality of life. Explaining how corporate strategies of a firm are linked to environmental sustainability, employee engagement, and corporate responsibilities: A case of Unilever’s USLP. This research work is sequentially related and has adopted the qualitative research approach in this study. The data collection includes Unilever’s annual reports, peer-reviewed journals, and other research materials and analyses of the global retail industry. This approach allows for a more comprehensive understanding of how reinforcing both adaptive practices that are organizational, and mental health programmes, sustains organisational innovation. By implication, the results show that Unilever’s strategic initiatives include not only products and processes but also programme including mental health first aid, work well-being, and counselling. These efforts bring excellent employee engagement, amplify their spirits, and build organizational capability for sustainable solutions. In addition, it is evident from the study that the key concern is shifting innovation to correspond with concerns of mental health and achieving long-term productivity during unstable economic business conditions. Therefore, strategies of creating a balance between innovation and human capital, applied by Unilever, can be seen as the main recommendations for organizations striving for success in the process of increasing the competitiveness of their businesses as well as in conditions of volatile and uncertain environments. This work adds to the existing knowledge in the field of sustainable growth, putting specificity on the incorporation of adaptive OB interventions and mental health efforts within corporations. To some extent, the findings of this study have important theoretical and practical implications for scholars and practitioners of project management. It re-emphasises the need for organisations to integrate innovation, sustainability and employee perspectives to fashion coherent overall organisational strategies. The study provides