Connection to nature and sustainability in small‐ and medium‐sized environmental organizations: A dynamic strategic thinking approach

Abstract

Strategic thinking has evolved from a concept predominantly based on analysis, closely integrated with strategic planning, to a broader mindset, yet it remains strongly 'head based'. The aim of this paper is to explore a context where a broader, more holistic perspective exists, focused on the connection of small-and mediumsized environmental organizations with the natural world, why and how this relationship influences strategic thinking and how it enables organizations to leverage limited resources. The research methodology reflects the rationale that a holistic perspective of strategic thinking is best understood by adopting an interpretivist research philosophy, using an inductive, ethnographic approach, focused on interpreting deep, rich layers of meaning within participant data to inform new theory and existing practice.The triangulated multi-method approach, within an embedded case study setting, comprised 38 individual interviews and 4 workshops (group interviews, participant observation) drawn from 29 organizations across the United Kingdom. The findings indicate that the strategic thinking process is emergent, complex, interconnected, informal and is embedded within pivotal places alongside governance, strategic planning and other key processes. Participants are driven by a strong embodied personal connection with nature, extending well beyond the cognitive dimension (mind) to a diverse range of sensibilities (heart, body and spirit) and share an experiential process of connection that binds them together as purpose-and value-driven organizations.The implication is that a connection to nature underpins all aspects of the strategic processes within participant organizations and is fundamentally important to decision-making at all levels, both strategic and implementational.

Analysing corporate forest disclosure: How does business value biodiversity?

“…Consequently, we consider even this small presence of intrinsic value (and deep ecology) within narratives (and 24 disclosures) to be noteworthy, acknowledging that two other studies identified companies “embedding deep ecological culture” (Hassan et al, 2021; Roberts, Nandy, et al, 2021, p. 19). Indeed, the presence of these values may be indicative of a firm with ecocentric leadership underpinning business strategy (Biswas et al, 2022; Karami & Gorzynski, 2022). Corporate reporting has included narratives conveying habitat restoration/protection, although this has been associated with reputation management (and legitimising operations) (Atkins et al, 2018; Gray & Milne, 2018).…”

“…The presence of deep ecology values (i.e., in over half of disclosures) is notable and, again, may evidence a response to growing deep ecology pressures (Hassan et al, 2021; Roberts, Nandy, et al, 2021) as well as ecocentric leadership informing business strategy (Biswas et al, 2022; Karami & Gorzynski, 2022). This indicates corporations could support the sustainable protection of all biodiversity (Batavia & Nelson, 2017; Bond et al, 2021; Taylor et al, 2020).…”

“…Such deep ecology values represent biocentric or ecocentric perspectives (Bond et al, 2021; Gaia & Jones, 2017) and were also found in corporate disclosure by Corvino et al (2021), Hassan et al (2021), Atkins et al (2018), and Maroun and Atkins (2018). These deep ecology values can be linked to organisations displaying “ecocentric leadership,” a consequence of recognising humans intrinsic link with nature (Biswas et al, 2022, p. 1), posited to underpin corporations' business strategy (Karami & Gorzynski, 2022). Notably, Roberts, Nandy, et al (2021) combined legitimacy, stakeholder, and deep ecology lenses in an attempt to explain corporate biodiversity reporting.…”

“…et al (2021) and in that it is possible for forward-thinking corporations to embed deep ecology philosophies, suggesting business can go beyond only values aligned with self-interest. While only found in the minority, biocentric/ecocentric perspectives appear to be informing some organisations business strategy via ecocentric leadership, as identified byBiswas et al, 2022 andKarami &Gorzynski, 2022, indicating corporations are capable of contributing to a sustainable future in which the majority, if not all, biodiversity is protected. This contrasts with the somewhat bleak conclusion ofBond et al (2021) that processes for assessing new development proposals, being bounded by economic imperatives, are not currently capable of fully protecting biodiversity.…”

Strategic sustainability integration: Merging management tools to support business model decisions

“…This implies considering which stakeholders are involved in the innovation process and identifying the needs and the synergistic sustainability effects that the innovation is intended to produce. In this regard, the research has been paying attention to the dynamics of design thinking (Goodman et al, 2017), addressing ways to overcome the constraints of its application and investigating how it can be integrated into sustainable management models (Karami & Gorzynski, 2021).…”