The greening of organizational culture: Management views on the depth, degree and diffusion of change

Abstract

The green management literature repeatedly argues that in order to behave in a sustainable manner, organizational actions will need to go beyond technical fixes and embrace new environmentally responsible values, beliefs and behaviors. In this context, developing sustainability is frequently viewed as largely dependent on the extent of green culture change in organizations. However, empirical evidence for such a change in culture is not apparent, although much anecdotal support has been cited. Seeks to address some of the shortcomings in extant literature and supplies contemporary evidence of managers’ perceptions of the extent to which the green culture change is occurring and of factors acting as barriers or facilitators to such change. Begins with a review of the literature pertaining to organizational culture and greening. Following this, details the research design and methodology. Thereafter, lays out the findings of the interviews in detail. Finally, discusses these findings and suggests a number of implications, conclusions and directions for further research.

Citation

Harris, L.C. and Crane, A. (2002), "The greening of organizational culture: Management views on the depth, degree and diffusion of change", Journal of Organizational Change Management, Vol. 15 No. 3, pp. 214-234. https://doi.org/10.1108/09534810210429273