The ESG Resonance Model (ESGRM): Conceptualising Communication Fatigue and Organisational Burnout within Sustainable Strategy

The ESG Resonance Model (ESGRM) conceptualises how organisational communication, employee psychology, and stakeholder perception interact within the ESG landscape. It argues that stakeholder fatigue and organisational burnout are interconnected outcomes of communicative overload and misalignment between intent and action. Building on burnout theory (Maslach & Leiter, 1997) and the Job Demands–Resources framework (Demerouti et al., 2001), ESGRM integrates five domains—signal quality, signal intensity, alignment, assurance, and employee sense-making—within a quarterly feedback loop.

The model proposes that when communication clarity and internal coherence are high, resonance strengthens, fostering trust and authenticity. Conversely, excessive signalling without alignment accelerates fatigue and erodes legitimacy. ESGRM thus functions as both a diagnostic and corrective framework, guiding organisations to evaluate and refine their communicative balance. Though conceptual in nature, it provides a foundation for future empirical testing through sentiment analysis and longitudinal feedback, positioning ESGRM as a dynamic bridge between communication theory and sustainable organisational strategy.