Sustainable Organizational Performance and Khulna's Jute Industry: Issues, Challenges, and Opportunities
DOI:
https://doi.org/10.32996/jbms.2025.7.4.20.24Keywords:
Khulna’s Jute Industry, Technological Innovation, Transformational Leadership, Digital Leadership, Digital Literacy, Sustainable Organizational PerformanceAbstract
The jute industry in the Khulna division of Bangladesh encounters various problems as it seeks to maintain sustainable performance in this sector, particularly from the viewpoint of a developing nation. This article examines strategies to enhance the sustainable jute industry in the Khulna division of Bangladesh by addressing critical issues, challenges, and opportunities regarding technology, innovation, leadership, and digital competencies to achieve sustainable organizational performance. The article also presents a research paradigm for achieving sustainable organizational performance based on a rigorous evaluation of the literature. Utilizing the PRISMA strategy for comprehensive documentation retrieval, the study illustrates the importance of ensuring sustainable organizational performance for the jute industry from the broader perspective of technology, innovation, leadership, and digital literacy. The review focused on developing the research framework for the study and identified deficiencies and opportunities in the current sustainability practices of the jute industry. The analysis indicated that the jute industry in Bangladesh has substantial obstacles to sustainable organizational performance concerning technological innovation, transformational leadership, digital leadership, and digital literacy, as addressed in this article. Similarly, this industry has huge potential in this era of sustainability consideration from an environmental, social, and economic perspective. The study reviews current research on how the jute industry in Bangladesh can perform sustainably and suggests future research directions, aiming to better understand the strategies needed to achieve sustainable performance by promoting technological innovation, transformational leadership, digital leadership, and digital literacy in the jute industry. The paper lacks inquiry into additional dimensions of management, behavioral, and human resources. Conversely, future studies may investigate alternate contexts across various industrial settings.
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