What Does Sustainability Maturity Really Measure? A Systematic Review of Organisational Maturity Models and Their Human Dimensions

Abstract

Organisational sustainability maturity models are increasingly used to assess readiness and guide sustainability transitions, yet their integration of human and social-psychological processes remains unclear. This systematic literature review examined the structures, foundations, applications, and assessment approaches of sustainability maturity models, and how human-related dimensions are conceptualised and operationalised. Following PRISMA 2020 guidelines, 17 selected databases were searched through EBSCOhost for peer-reviewed English-language studies published between January 2016 and March 2026. Six supplementary studies identified during the scoping phase, including four predating the registered 2016 cutoff, were retained as a documented protocol deviation, resulting in 46 publications. Descriptive mapping, thematic synthesis, methodological-quality appraisal, and sensitivity analyses were conducted. Across the reviewed models, maturity generally progressed from reactive or compliance-oriented practices towards formalisation, integration, continuous improvement, and transformation. Although human-related content was present throughout the corpus, only 15 studies explicitly defined and operationalised these dimensions. Leadership, governance, competence, and human capital predominated; self-efficacy, perceived control, identity, and social norms were rarely directly defined or measured, while motivation and trust appeared only in a limited subset. Drawing on the findings and behavioural theory, we outline a preliminary multilevel architecture linking governance, operational opportunity, collective climate, individual capability and motivation, and enacted behaviour and learning.