Abstract

Purpose – This paper's aim is to examine the catalytic and pivotal role of micro-moments in organizations and their role in producing the possibility of sustainable or unsustainable change and transformation. Design/methodology/approach – The paper employs participant observation within an interpretivistic methodological approach. This provides critical incident vignettes with which to explore issues. Findings – The argument contends that macro-events in relation to either (un)sustainable and (ir)responsible events are rooted in “micro-moments” centred on behaviour and choices. These myriad choices occur repeatedly – a dilemma captured by the metaphor of Janus. Underpinned by templates of Aristotelian virtue ethics and Kantian deontology, the paper argues that consistent “good” character” and “good behaviour” are central to ensuring sustainable change. Alternatively, “bad” character and behaviours have a propensity to engender ambivalent unsustainable and irresponsible environments. Social implications – The work heightens awareness of seemingly “insignificant” micro-behaviour in organizations undergoing processes of change. If allowed to occur without redress, negative micro-moments lead to negative impacts on the macro-aspects of the organization whereas positive moments tend to engender more sustainable and responsible environments. Originality/value – The paper builds an amalgam of extant literatures on business ethics, organizational behaviour, corporate culture, organizational change management and sustainability and focuses attention on the under-developed phenomenon of the micro-moment.

Abstract

Purpose – This paper seeks to improve the understanding of implementation processes that achieve corporate sustainability by providing explanatory knowledge about the role of change agents from a sensemaking perspective. The paper also aims to focus on the sustainability efforts of change agents in a multinational carpet tile manufacturer. Design/methodology/approach – The theoretical perspective of the paper is based on the concepts of sensemaking and emergent change. The paper examines sustainability sensemaking in the Dutch subsidiary of the US-based carpet tile manufacturer Interface over a period of ten years (2000-2010). Findings – The findings show that embedding sustainability by change agents is typically an emergent change process that consists of small steps and is not predictable. Research limitations/implications – This paper focuses on the emergent, unpredictable aspects of change. More research is needed on processes of adapting the general concept of sustainability to local organisational contexts. Originality/value – The paper examines sustainability sensemaking by change agents in one organisation.

Abstract

Purpose – This paper aims to provide an introduction to the special issue on the theme of sustainability and the need for change. Design/methodology/approach – The paper gives an overview of sustainability and its managerial and policy dilemmas for organizations. It also outlines the topics covered in the papers in the special issue. Findings – The question that the papers seek to answer is: how can organisations deal with the sustainability challenge? The papers cover the key sustainability dilemmas: how to balance short term priorities with long term vision, organisational change with stability, strategic goals with day to day implementation, domestic with international responsibilities; how to manage the corporate brand, image and reputation; how to influence policies nationally and internationally, and foster relations, all in the realm of effecting the change in attitude and behaviour that sustainability demands. Originality/value – The paper introduces an eclectic collection of papers that are intended to inform, challenge and stimulate continuing debate.

Abstract

Purpose – The aim of this paper is to examine the narratives of acceptance and resistance to the introduction of corporate environmentalism. Despite recognition that managers and senior executives play a primary role in corporate environmentalism, relatively few researchers have examined how top management supports, accepts, negotiates, disregards, or rejects the implementation of corporate environmentalism within their organization. By considering how members of a top management team reflect on corporate environmentalism the aim is to examine potential identity management conflicts that arise during the implementation of environmentally sustainable initiatives within organizations. Design/methodology/approach – A qualitative approach was adopted to address the research aims. By taking this approach the paper examines the lived experience of the participants as they internalized corporate environmentalism as part of their identity and as part of the organizational identity. Data collection involved 15 semi-structured interviews with senior executives and board members of a large Australian hospital. Findings – Based on an in-depth thematic analysis of interview transcripts, it was found that individuals attributed a dominant discourse to corporate environmentalism based on their lived experience of organizational change for sustainability. Six dominant discourses were identified. Three were resistant to corporate environmentalism: the pragmatist, the traditionalist, and the observer; and three were supportive of corporate environmentalism: the technocentrist, holist, and ecopreneur. Originality/value – The findings demonstrate that although top management operated in and experienced the same organizational context, the narratives and identities they constructed in relation to sustainability varied widely. These findings emphasize the challenges inherent in developing an organizational identity that incorporates sustainability principles and the need for change management strategies to appeal to the diverse values and priorities of organizational managers and executives.