Orchestrating organisational change for corporate sustainability: Strategies to overcome resistance to change and to facilitate institutionalization

Lozano, Rodrigo 2009. Orchestrating organisational change for corporate sustainability: Strategies to overcome resistance to change and to facilitate institutionalization. PhD Thesis, Cardiff University.

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Abstract

Sustainability has appeared as an alternative to development models prioritising economic activities to the exclusion of the environmental and social dimensions. It aims to produce a dynamic balance among economic, environmental and social aspects, and the time dimension. This thesis focuses on large corporations, which are increasingly recognised as having the potential to help societies become more Sustainability orientated. A variety of corporate efforts, (such as Life Cycle Assessment, Eco-efficiency, and Corporate Social Responsibility), are being used to incorporate Sustainability principles into company activities. Nonetheless, in many cases these efforts have been limited by their focus on a particular Sustainability issue, 'hard' technocentric solutions, or not being effectively integrated into organisational change processes. Corporate Sustainability (CS) has recently emerged as an alternative to address, or avoid, such drawbacks. This research aims to 'Orchestrate' organisational change to incorporate and institutionalize CS. This is accomplished in four 'movements': Firstly, gathering and integrating the literature review results, three case studies, and interviews with experts. Secondly, applying tools to the data to identify and understand CS drivers, barriers to change, and strategies to overcome the barriers. Thirdly, using innovative methods in the context of CS, to investigate the nature of planned CS change. Fourthly, integrating, with the help of Grounded Theory, the findings from the literature review, case studies, and interviews. The 'Orchestration' focuses on helping the move from the status quo to a more Sustainability oriented state, in an iterative process, where CS drivers promote change. The drivers' efficacy may be disrupted, or blocked, by barriers to change. The use of appropriate strategies is essential to overcome the barriers throughout the organisation, and the associated attitudes. Leadership plays a key role in initiating these changes, while making CS part of the institutional framework, helping to maintain stability, and facilitate CS institutionalization.

Item Type:	Thesis (PhD)
Status:	Unpublished
Schools:	Business (Including Economics)
ISBN:	9781303189272
Date of First Compliant Deposit:	30 March 2016
Last Modified:	03 Dec 2014 15:55
URI:	https://orca.cardiff.ac.uk/id/eprint/55829

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