Journal of Organizational Culture, Communications and Conflict (Print ISSN: 1544-0508; Online ISSN: 1939-4691 )

Short communication: 2021 Vol: 25 Issue: 6S

Global Action on SDGs: A Post-Pandemic Era

Fuller Kroll, University of Kentucky

Citation Information: Kroll, F. (2021). Global action on SDGs: A post-pandemic era. Journal of Organizational Culture Communications and Conflict, 25(S6), 1-2.


SDGs, Sustainable Development, COVID-19, Global Cooperation.


Organizational effectiveness is a difficult and contentious concept to define. No two authorities agree on what constitutes effectiveness or how it is measured, but they all agree on the importance of focusing on goals, satisfying constituents, and maintaining a positive relationship with the outside world. And besides we live in an efficiency-driven world. Workers, managers, departments, and organizations are constantly asked to be effective, which simply means to produce some kind of output. Early management thinkers believed that the ultimate measure of managerial and organizational performance was effectiveness.

The pandemic of COVID-19 has cast a pall over the implementation of the Sustainable Development Goals (SDGs). As an outcome, in the post-pandemic era, providing a reference point for policy adjustments and transformations to promote SDG realization is critical. Based on a review of the progress and policies of the SDGs in countries around the world, we discovered that research on sustainable policies has rapidly increased since the SDGs were issued in 2015, with particular emphasis on eco-environment, sustainable policies, green economy, sanitation and health, and water sanitation. Most countries are in the process of nationalizing, institutionalizing, and universalizing the SDGs by incorporating them into national development frameworks, allowing for extensive participation and negotiation mechanisms, and promoting national publicity for the SDGs.

Countries with different economic and institutional backgrounds have divergent development pathways, priorities, measures, and progress in implementing the SDGs. Amidst significant global progress in the last five years, a North–South divide in policy action and SDG achievement has emerged (Cheng et al., 2021). The least developed countries in Sub-Saharan Africa and South Asia appear to be finding it difficult, if not impossible, to implement the SDGs and track progress (Karl et al., 2022).

In the post-pandemic era, special emphasis will be placed on integrating SDGs and achieving goal synergy, concretizing short- and medium-term priorities toward SDG targets for all countries, strengthening multilateralism and global cooperation among countries and continents, providing reliable data and approaches for real-time impact assessment and process monitoring, and promoting inclusive engagement and integrative implementation with multiple stakeholders. Sustainable development is humanity's common goal and is required to achieve human well-being.

Organizations must deal with a variety of competing environmental constraints. These constraints can be bargained for, discovered, or imposed on oneself. Whatever the causes, the resulting conflicts are critical, as those with more constraints tend to perform sub optimally (Khan et al., 2021).

Organizations have multiple and sometimes competing goals. A university that wants to cut its budget will consider several competing goals, including research, recruitment and retention of high-quality students and faculty, and maintaining a safe and attractive campus. Budget cuts would be made based on objectives and power coalitions (George et al., 2021).

Organizations go through various stages as they grow, develop, and decline in response to environmental realities. As a result, they have their own life cycles, and the appropriate effectiveness criteria should reflect the stages of this life cycle. Managers and others with an interest in organizations have indicators for assessing the likelihood of survival, and there are usually short run indicators for long run survival. These indicators include productivity, efficiency, turnover, quality, and employee satisfaction. Quality is a criterion that cuts across all three time dimensions because it will not survive without it.


There is no universally accepted definition or measure of effectiveness. As a result, a multidimensional approach to defining and measuring it is required. There is no need to believe any single person; instead, we must take a collaborative approach. Collect all of the models. Remove the recurring elements and integrate what is left as a multidimensional model.


  1. Cheng, Y., Haimeng, L., Shaobin, W., Xuegang, C., & Qirui, L. (2021). Global action on SDGS: Policy review and outlook in a post-pandemic era. Sustainability, 13(11), 6461.
  2. George, H.I., Elena, J., Ioana, C.P., Florin, G., Lili, T., & Delia, I. (2021). Assessment of sustainable development goals (SDG) implementation in Bulgaria and future developments. Sustainability.
  3. Karl, J.B., Pasi, H., & Jouni, P. (2022). Strongly sustainable development goals: Overcoming distances constraining responsible action. Environmental Science & Policy
  4. Khan, S.Q., Al-Humaid, J., Farooqi, F.A.(2021).The post-pandemic era: will physical distancing be a perceived way of life?
Get the App