Advocacy for pro-environmental behaviour in the business arena is on the increase. Yet, many businesses have continued to indulge in “business-as-usual” practices, which are preoccupied with profit maximization objectives at the expense of all other social benefits. Such anti-environment practice has little or no regard for flora and fauna wellbeing. Hence, the main objective of this study is to review, explore and synthesize current views in the field in view of clarifying relevant concepts in green entrepreneurship context. Also, to identify behavioural and performance standards required of green entrepreneurship growth and development. To achieve the study objectives, we adopted integrative review of literature methodology. Concerning the findings, the paper identified new trends in green entrepreneurship and identified the need to clarify some relevant concepts, such as: industry life cycle, entrepreneurship knowledge sharing, institutional framework, entrepreneurship financing, green entrepreneurship decision-making process among others. We also identified the need to properly delineate the process leading to the practice of green entrepreneurship as a departure from the old entrepreneurship philosophy. Therefore, we recommend that further studies should endeavour to focus on identifying the step-by-step processes involved in the green entrepreneurship practice for the possibility of wider accessibility and ease of understanding of prospective green entrepreneurs in the interest of green entrepreneurship growth and development. Finally, we identified the dearth of literature with change management scholars’ view and contributions to the emancipation of green entrepreneurship from the cocoon of traditional entrepreneurship management practice hence, we threw it open for future research undertaking.
The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge. However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires complete overhauling of the entire system because it will touch all aspects of the organization and likely to alter the status quo with a possibility for change resistance. Hence, the role of Change Management is inevitable to have a seamlessly OGBC process in an organisation. Consequently, this paper attempts to review the role of Change Management in the successful delivery of OGBC vis-a-vis resistance to change (RTC). The paper adopts a content-based literature review methodology to achieve its set objectives. Findings suggest that organisation change managers need expert support toward a successful OGBC implementation to enable them to achieve desired OGBC outcomes efficiently. Secondly, it reveals that for organisations to record success in the OGBC process, all stakeholders (internal and external) interests and concerns must be taken into account ab initio. Thirdly, the paper highlights the need for a real link between Change Management and OGBC for effective management of RTC in the OGBC process. Lastly, the study admits its inability to report its findings quantitatively, and recommend active involvement of change management scholars in the growth and development of green literature for sustainability sake.
Advocacy for pro-environmental behaviour in the business arena is on the increase. Yet, many businesses have continued to indulge in “business-as-usual” practices, which are preoccupied with profit maximization objectives at the expense of all other social benefits. Such anti-environment practice has little or no regard for flora and fauna wellbeing. Hence, the main objective of this study is to review, explore and synthesize current views in the field in view of clarifying relevant concepts in green entrepreneurship context. Also, to identify behavioural and performance standards required of green entrepreneurship growth and development. To achieve the study objectives, we adopted integrative review of literature methodology. Concerning the findings, the paper identified new trends in green entrepreneurship and identified the need to clarify some relevant concepts, such as: industry life cycle, entrepreneurship knowledge sharing, institutional framework, entrepreneurship financing, green entrepreneurship decision-making process among others. We also identified the need to properly delineate the process leading to the practice of green entrepreneurship as a departure from the old entrepreneurship philosophy. Therefore, we recommend that further studies should endeavour to focus on identifying the step-by-step processes involved in the green entrepreneurship practice for the possibility of wider accessibility and ease of understanding of prospective green entrepreneurs in the interest of green entrepreneurship growth and development. Finally, we identified the dearth of literature with change management scholars’ view and contributions to the emancipation of green entrepreneurship from the cocoon of traditional entrepreneurship management practice hence, we threw it open for future research undertaking.
This paper reviews existing literature on motivation and knowledge work, and empirical studies in different environments and industries on knowledge work and worker. It also surveys 150 Nigerian knowledge workers with diverse characteristics. It holds that the optimal strategies for managing and motivating knowledge workers are job redesign to increase the intrinsic motivational value of the jobs; competitive financial rewards, empowerment and flexibility, equity, fairness, respect and regard; a conducive environment that would enable them to bloom and exercise their intellect unhindered, including making mistakes and learning from it in a connected organisation; leadership practices that are responsive to their peculiarities; a leader that is a coach, mentor and enabler and who should be able to convincingly explain why a knowledge worker should agree to be managed by him, and an organizational structure that is devoid of undue bureaucracy and protocols and frees them for optimal performance.
This paper studies the OHAZURUME philosophy and practice of decision making and consensus building among the Ndigbos (the Igbos) of Nigeria. OHAZURUME, which literarily means ‘it is the communal will; is a, philosophy and practice that ensures that decisions are easily accepted because of its collective properties. Because the issue is decided collectively by the ‘oha’ [the people], no individual can upturn it. OHAZURUME draws from the overall ‘ohaka’[the community is supreme] philosophy and is predicated on the conditions that the matter is tabled openly for discussion, that EVERYBODY is allowed to contribute and that the preponderance of public opinion is upheld as the communal judgment. This paper adopts the participant observation and interview methods and identifies a simple, Nine-stage process of OHAZURUME and establishes that as in other decentralized systems, individual rights and views are respected; individuals accept and respect the communal interest; dissent is accommodated; there is direct participation in decision making and every eligible male has equal right. The paper also undertakes a comparative analysis and discovers that OHAZURUME shares the basic features of other consensus building models like Japanese, Quaker, and CODM, which include group ownership of decisions, participation, and respect for dissention. The paper avers that the key attraction of OHAZURUME is its simplicity. The implication of this study, especially for an international audience is that it develops and articulates a new management concept and practice, enlarges the consensus literature, identifies management philosophies and practices from other climes and expands the dimensions to comparative management.
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