In the Name of the Practical: Unearthing the Hegemony of Pragmatics in the Discourse of Environmental Management*

Prasad, Pushkala; Elmes, Michael

doi:10.1111/j.1467-6486.2005.00521.x

Cited by 118 publications

(152 citation statements)

References 38 publications

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“…Overall, we expect that holding a business case frame will induce a stance on sustainability issues that is characterized by pragmatism. With this stance, decision-makers prefer 'workable' solutions to sustainability issues based on strategies that remain within existing technological systems, producing as little disruption as possible (Prasad & Elmes, 2005). On the one hand, such a stance is rather parochial since managers only consider responding to those aspects of a sustainability issue for which they perceive immediate 30 business relevance; they will discard other aspects and fail to develop a comprehensive perspective of the issue.…”

Section: Respondingmentioning

confidence: 99%

Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

Hahn

Preuss

Pinkse

et al. 2014

AMR

719

895

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(2014) Cognitive frames in corporate sustainability: managerial sensemaking with paradoxical and business case frames. Academy of Management Review (AMR), 39 (4). pp. This version is available from Sussex Research Online: http://sro.sussex.ac.uk/63539/ This document is made available in accordance with publisher policies and may differ from the published version or from the version of record. If you wish to cite this item you are advised to consult the publisher's version. Please see the URL above for details on accessing the published version. Copyright and reuse:Sussex Research Online is a digital repository of the research output of the University.Copyright and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable, the material made available in SRO has been checked for eligibility before being made available.Copies of full text items generally can be reproduced, displayed or performed and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. 1 COGNITIVE FRAMES IN CORPORATE SUSTAINABILITY: MANAGERIAL SENSEMAKING WITH PARADOXICAL AND BUSINESS CASE FRAMES ACKNOWLEDGEMENTSWe would like to thank Associate Editor Peer Fiss for his strong guidance throughout the review process, as well as three anonymous reviewers for their most constructive feedback and suggestions. 2 ABSTRACTCorporate sustainability confronts managers with complex issues and tensions between economic, environmental and social aspects. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames -a business case frame and a paradoxical frame -and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process, i.e. managerial

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Section: Respondingmentioning

confidence: 99%

Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

Hahn

Preuss

Pinkse

et al. 2014

AMR

719

895

View full text Add to dashboard Cite

show abstract

“…While some suggest that a 'revamp' of existing models and theories of organisations is a way to bring about sustainability (for example see Hart 1995;Starik and Rands 1995), others note that more radical change is required (Gladwin et al 1995;Purser et al 1995). Recent analyses of the corporate sustainability discourse notes that while organisations may be 'talking green' the level to which they may be 'acting green' is questionable (Milne et al 2006;2008;Prasad and Elmes 2005). We believe that any corporate shift from a 'business as usual' position to a more environmentally responsi ble paradigm requires company-wide environmental sensibilities.…”

Section: Background Literaturementioning

confidence: 99%

HR managers and environmental sustainability: strategic leaders or passive observers?

Harris

Tregidga

2012

The International Journal of Human Resource Management

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INTRODUCTIONWhile many organisations have been quick to jump onboard the 'sustainability bandwagon' little appears to have been done to consider the role of, and effect on, the HR function and manager. In fact, organisations have tended to treat sustainability and HR in silo. This paper examines questions such as: How are HR managers defining and enacting corporate sustainability? And what is the effect of the HR managers' social and political contexts in this role? We do so b y focusing on the relationships between HR and environmental sustainability. In particular, we explore the challenges posed to, and reactions of, HR and HR managers by the concept of su stainable development and the corporate sustainability rhetoric.Drawing on a set of interviews undertaken wi th 11 New Zealand (NZ) HR managers we explore three related aspects of morality identified by Fineman (1997): private, conventional and enacted. We analyse a group of HR managers' private views on the environment and consider how these relate to their organisations stated position, as well as how they are enacted (o r not) within their work context. In doing so, we begin to examine how green territories are construed and contested within the HR arena, something not considered in the extant literature. Moreover, we explore and analyse the current state of HR and environmental sustainability, examining not only what the HR function is doing in the name of su st ainability, but also, what they believe they can and should be doing. We therefore begin to critically examine the relationship between HR and environmental sustainability and start to explore what sustainability may mean for various HR functions.We s tructure the paper as follows. Fi rst, we review the background literature. Here we consider the sustainable development concept within the business context and the emerging HR literature in the area. Se cond, we present our framework and approach taken in the paper followed by an overview of our data sources and method. Findings are then presented and discussed. The paper ends with conclusions and implications. BACKGROUND LITERATURE

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“…For example, Brio et al (2007) suggested that strategic integration of environmental management influences the achievement of an environmental action-based competitive advantage in an organization. However, whilst organizations may be 'talking green', the level to which they may be 'acting green' may be questionable (Prasad & Elmes, 2005). Jabbour (2011) addresses the importance of considering the alignment of HR practices systematically in order to put workers in control of environmental management.…”

Section: Positioning and Alignment Of The Environmental And Hr Functionmentioning

confidence: 99%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

226

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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In the Name of the Practical: Unearthing the Hegemony of Pragmatics in the Discourse of Environmental Management*

Cited by 118 publications

References 38 publications

Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

HR managers and environmental sustainability: strategic leaders or passive observers?

Green human resource management: a comparative qualitative case study of a United States multinational corporation

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