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The prior importance of the concept of sustainability, as well as its prior developmental orientation, is one of the most challenging and prospective approaches to a more systematic and a less chaotic organizational and economic growth and development. With the process of launching the “New Global Reporting Initiative”, in August 2010, the awareness for a profound integration of the needed data and information on the model for sustainable growth emerged, consisting of a numerous initiative organizations, such as UN Global Compact and WWF, the Prince’s Accounting for Sustainable Projects, International finance and accounting standard settlers, which in fact establish a concept of comparable integrated sustainable framework. The dominant importance of the above framework is unifying the information for running the day-to-day operation in a sustainable manner, in order to emphasize the focal understanding of the sustainability as triple bottom line aspects – the balance of harmony between the economic, social and environmental sustainability. Each organizational form nowadays possesses a need for complying its performance as a dynamic, vital and alive entity, in order to shift the prevalent consideration of the human resources from a source of value creation, to a focal creative force within, as an initial step for a vivid responding to the features of the new organizational evolution. The systemic approach to planning and implementing changes is the base for the tendencies of an external adaptation and internal integration. 1 Creating Strategic Capability for Optimal Systems Change The prevalent issue for optimizing the direction and intensity of every sustainable growth, especially the organizational one, refers to the need for harmonizing the values and virtues of the sustainability with the interests of the constituencies (economic, environmental and social) and the strategic organizational determinants, especially the dimension of the strategic choice. On an organizational level, the industrial ecology, eco-efficiency and the strategic pro-activity (McDonough and Braungart, 2002) constitute the critical elements for satisfying the increasing importance of strategic determination of the scope and nature of the planned organizational changes, particularly to the optimal changes. Their integration leads to the model of dynamic coevolution towards sustainability, which is especially important in societies where accepted business practices could potentially result in a non-compliance with the social and environmental consequences of the profitable change initiatives. The model for sustainable organizational development shifts the traditional paradigm for perceiving this process as focused only on full achievement on the mission and building and maintaining the long-term organizational capacity, which relies on the behavioral usage of the obtained knowledge and experience for the planned systemic character of the organizational processes. The focal problem of this approach is its constrained potential for managing the complex and dynamic nature of the needed balance of interests among the natural environments, the organization and its employees (Law, 2004). In order to create and further enhance the model for managing the changes and development, the developmental issues from the so called third generation of the organizational development (Seo et al., 2004) pay particular attention to the importance of the advanced sustainable growth concepts, such as the appreciative inquiry, the learning organization, process interventions such as open space technology aimed at transformational change (Benn & Baker, 2009). In its essence, the appreciative inquiry is affected through the action research programs, the learning organization through the throughput segment of the systemic model, whereas the process interventions predominantly refer to the business process reengineering concept. The process of creating strategic capability for optimal systems change is initiated with the pre-conditions for an optimal changes, which is related to enabling the usage of the following key elements:  Complex and adaptive systems thinking CAS (Benn & Baker, 2009);  Collective accountability and sustainable change (Linkins et al., 2013);  SIDA twinning method for organizational learning (Jones, 2001). Complex and adaptive systems thinking – CAS in fact implies to a network of interdependent, complex and highly interactive network of change agents within and outside of the enterprise, which are mutually connected by common and shared interests, motives, goals and attitudes. The intention of their creation is to broaden the perspective for the change, from a linear, fragmented and mechanistic one, to a non-linear, integrated and organic character, in order to enable the model for a collective action for innovation, both of the enterprise and the 2 INTERNATIONAL CONFERENCE ON EURASIAN ECONOMIES 2014 society at the same time. It is only possible if the enterprise reaches its developmental phases, the moments of actual implementation of the proposed changes. The dimension collective accountability and sustainable change is placed on the top of the pyramid of building blocks for a systems change, which is a very sensitive element in building the relationship between the enterprise and the society, from partnership to collective accountability, on the following way: Figure 1. The Building Blocks of Systems Change Source: Adopted according to Linkins W. Karen et al. In this element, the very collective accountability underlines a far deeper and broader internal and external commitment of every company to the process of managing the optimal changes, starting from the content understanding of the problem, through building the capacity for balancing the interests, up to the level of establishing the sustainable change, in terms of harmonizing the buy-in with the integration of the culture change with the policies and practices. The potential obstacles to collective accountability usually include lack of change champions and experience, extreme accent to the resource control, lack of accountability for quality dimensions of the outcomes, professional training and development which is not focused on the participation and collaboration, but on professional expertise, internal competition across various organizational units etc. SIDA twinning method for organizational learning is one of the most prominent sustainable change techniques, created as a direct response to the deficiencies of the conventional technical models which rely on extensive infrastructural support along with the formal education and training of key individuals, in the relations of the developing countries, as Macedonia, with Sweden. It precisely stipulates that the key to the strategic treatment of the organizational change process lies in the integral development of the organizations, on a micro level, as well as to the institutions, on a macro level. The ultimate goal is to determine as many cooperation fields as possible and sharing each other experience and expertise. The integration of the above detailed pre-conditions for optimal changes is effected through the principles for improving the long-term capability for change (Beer & Eisenstat, 1996): 1. The change process should be systemic – evident need for ensuring alignment between all critical elements of the organizational design should be conducted by application of the dialectic or conflictive approach to change; 2. The change process should encourage the open discussion of barriers to effective strategy and adaptation – focuses on the necessity for an interactive understanding process of reaching a mutually acceptable understanding of the problem, in which a clear distinction of major and minor problems would enable the categorization of the change management models compared to small interventions and routine adjustments within the system; 3. The change process should develop partnership among all relevant stakeholders – collective accountability, as well as the adaptive systems thinking would not produce the desired results, if is not established a closer interaction of the enterprise with all key stakeholders. This collaboration is particularly important in times of potential various interpretations of the internal and external implications of a certain managerial actions. 1. Examination of Existing Practices/Understanding of Need for Change, 2. Visibility /Awareness Partnership which leads to Collaboration 1. Collective Accountability (Culture Change) 2. Systems Change (Policies & Practices)

Strategic Determinants for Managing the Optimal Changes in the Model for Sustainable Growth