Purpose -The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture within their own organizations, and as a guide for future research into the relationship between organizational culture and sustainability. Design/methodology/approach -A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines to build a comprehensive model, including key propositions, to assist both practitioners and researchers alike. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided. Findings -Building an organizational infrastructure that fosters a culture of sustainability results in positive employee-and organizational-level sustainability performance.Research limitations/implications -The model presented is an important advancement in the sustainability literature. It is applicable to various sustainability efforts, and it may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides a framework to guide research into the relationship between organizational culture and sustainability. Future research should focus on the relationship between the different organizational factors identified in the model, organizational culture and sustainability performance. Practical implications -The multidisciplinary model presented can be used as a road map for practicing managers to create a sustainability focused culture within their own organizations. Originality/value -A gap exists in both the empirical and practitioner literature regarding the development and assessment of the organizational factors that foster a culture of sustainability. Moreover, no clear model exists with the expressed purpose of helping leaders create such a culture, while providing a framework to guide research into the relationship between organizational culture and sustainability. In this paper, a comprehensive model, including key propositions, to assist both practitioners and researchers alike is presented. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.
PurposeThe purpose of this article is to show how a previously developed multi‐level model of employee engagement can be leveraged to implement a comprehensive sustainability strategy. By combining macro‐level (organization‐wide) with micro‐level (manager to employee) leadership practices, management teams can more effectively engage their entire workforce in sustainability endeavors.Design/methodology/approachA narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines in order to apply a comprehensive model for leading sustainability efforts.FindingsThe path to successful sustainability efforts hinges on both “macro” and “micro” organizational factors. Combining these factors provides management with a powerful approach that engages a workforce in sustainability endeavors, resulting in positive employee‐level and organizational‐level sustainability performance.Research limitations/implicationsIf research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process. Applying the engagement model to corporate sustainability efforts is an important advancement in the theoretical sustainability literature. It is applicable to multiple sustainability efforts, and may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides guidance for researchers who are seeking to frame their inquiry from a multi‐level perspective and in relation to other disciplines. Future research should focus on the relationship between the different leadership factors identified in the model and sustainability performance.Practical implicationsDespite the observations into what needs to be done around sustainability, many organizations do not quite seem to know how to do it. Therefore, the model presented provides a road map that can be used to structure management's approach to their sustainability endeavors.Originality/valueA gap exists in both the practitioner and academic literature regarding the development of a model that encompasses the key elements of corporate sustainability efforts from inception to implementation. Moreover, no clear leadership model exists with the expressed purpose of creating the most effective employee engagement during corporate sustainability efforts. In this paper it is demonstrated how a previously developed workforce engagement model can be leveraged to implement a comprehensive sustainability strategy. The multi‐level model provides a foundation for the formulation, implementation and successful execution of sustainability efforts.
Key engagement principle 1Employee engagement will be positively impacted when the organization has an integrated HR value chain Key engagement principle 2 When managers engage in a full-range of leader behaviors that incorporate contingent reward and transformational behaviors, employee engagement will be positively impacted Key engagement principle 3The level of employee engagement will increase when employees work in jobs that are enriched by providing variety, significance, and task identity Key engagement principle 4When employees are working to achieve challenging and specific performance goals, their level of engagement will increase Key engagement principle 5Engaged employees are high performers Key engagement principle 6Engaged employees go beyond the minimum requirements specified in job descriptions and performance evaluations. They are outstanding organizational citizens who engage in a wide variety of extra-role performance behaviors Key engagement principle 7When employees have a high level of trust in their leader the amount of engagement increases
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I am currently coming into a M&A situation which was managed very poorly and am having to clean up messes two-years following an acquisition (respondent to the 2006 ''Current state of M&A integration'' survey).
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