Developing a Shared Environmental Responsibility Vision: Leveraging Organizational Culture and Internal Stakeholder Engagement
Abstract
Environmentally responsible behavior by corporations has become more than just academic
theory, altruistic practice or a public relations activity to protect brand image.
It has become a critical consideration to maintain a company’s license to operate.
External drivers, including regulatory, business, and societal expectations provide
a strong business case for implementing environmental responsibility programs. Internal
drivers, including an ethical concern for the environment, profit, organizational
cultural expectations, and a desire to recruit and retain talented workers are also
factors influencing companies today.
The cultural aspects of implementing sustainability programs have increasingly become
a focus area in academic studies. Numerous researchers, particularly in the business,
business ethics and organizational dynamics fields, have examined how the cultural
environment of an organization can either help or prevent the institutionalization
of economic, social or environmentally beneficial practices. Understanding these
implications and adapting strategies to incorporate or influence the cultural characteristics
of an organization is critical to implementing sustainability programs and maintaining
their effectiveness over time.
This paper presents a strategy for developing a shared vision of environmental responsibility
in a multinational organization with a non-hierarchical, collaborative culture.
Type
Master's projectPermalink
https://hdl.handle.net/10161/5203Citation
Healy, Martin (2012). Developing a Shared Environmental Responsibility Vision: Leveraging Organizational
Culture and Internal Stakeholder Engagement. Master's project, Duke University. Retrieved from https://hdl.handle.net/10161/5203.Collections
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