Impact of Employee Well-Being on the Implementation of Corporate Sustainability Strategies: Organizational Identification as a Mediating Variable

employee well-being, organizational identification, sustainability strategy implementation, high-tech industry

In recent years, corporate sustainability has moved beyond image-building initiatives to become a set of hard governance metrics. Yet in practice, sustainability strategies often break down across formal systems, operational processes, and everyday employee behaviors. This gap suggests that the key to execution is not only how institutions and procedures are designed, but also whether employees are willing to commit to the strategy and carry it out consistently over time. This study examines employees and supervisors in the high-tech industry in Fujian Province and analyzes 723 valid survey responses. The results indicate a well-fitting model: employee well-being significantly strengthens organizational identification; organizational identification, in turn, significantly promotes the implementation of sustainability strategies. Employee well-being also has a direct positive effect on sustainability strategy implementation, and organizational identification plays a significant mediating role. Overall, the findings suggest that the internal momentum for sustainability execution is driven by a chain mechanism in which employees’ positive psychological resources foster identity internalization, which then supports sustained and aligned action. Practically, beyond strengthening ESG systems and performance indicators, firms should treat employee well-being and organizational identification as key prerequisites for making sustainability strategies work on the ground—enhancing cross-department collaboration and improving the consistency and durability of day-to-day execution.