Learning Sustainability in the Harvesting Practices of a Forest-Based Company

Abstract

Purpose: The objective of this study is to understand how the learning process of sustainability occurs within the context of the harvesting practices of a forest-based company. Originality/value: The study contributes to understanding the learning process of sustainability under the approach of practice when demonstrating how the knowledge of sustainability is created and reproduced from the practices established by a group. In practical terms, the narrative of the flow of knowing and learning has the potential of assisting managers and educators to structure more integrative corporate education projects, in which the initiatives are integrated into the practices of the occupational communities. Design/methodology/approach: This is a qualitative research of descriptive nature, through a single-case study in a forest harvesting operation in a Brazilian company that has sustainability at the core of its business strategy. It was adopted as collection instruments the in-depth observation, the semi-structured interview, and the documental research, which were analyzed through the thematic analysis of narratives. Findings: The results suggest that, in the given context, the learning process of sustainability happens in a combination of the processes of creation and dissemination of knowledge conducted by the company and the practices developed within the occupational communities. There are indications that, in a social construction process, new working models are learned, based on an entanglement of planning, safety, and discursive practices, activating the knowledge-in-practice of sustainability.

Human Resources Practices in the Context of Sustainability: The Forestry Case

“…However, the data shows that there are in UR01, practices that are created, reproduced, and appropriated by their actors that indicate evolution in this understanding. In line with research already carried out (Silva & Figueiredo, 2017;Vasconcelos & Silva Junior, 2021), we argue that the promotion of these practices can contribute to the creation of work environments that operate under a shared value (Gollan & Xu, 2014).…”

“…The observations indicate that the working practices shared by professionals allows for the notion of sustainability to be constructed and reproduced (Vasconcelos & Silva, 2021), enabling conditions for the generation and sharing of knowledge on sustainability, the expansion of a democratic work environment, and the promotion of sustainability culture. For example, the safe working practices of the groups have enabled, in addition to procedural compliance, the exercise of a care ethic, which is manifested by further understanding the importance of self-care and care for others.…”

“…Thus, assuming the existence of an intertwining of formal HR practices with practices located at the level of group relationships (Vasconcelos & Silva, 2021), both the formal practices of the HR function and those that are articulated at the level of the groups are argued to play a fundamental role in the creation of capacities of the organizational actors. These capabilities can enable them to operate from the perspective of a concept that is ambiguous and dynamic (Buller & McEvoy, 2016), and that in the face of the global challenges of sustainability, includes in its dimensions, ecological, economic, social, and human aspects.…”

“…6; established by the working groups, combining organizational procedures with the workings of this group. That is, by means of situated practices, shared meanings have been produced and practiced, allowing the development of competencies, such as systemic and long-term vision, planning, and sense of responsibility (Vasconcelos & Silva Junior, 2021).…”

“…There is growing debate about the need for organizations to become more responsible and active in solving environmental and social issues (Podgorodnichenko et al, 2020). The notion of needs and limits has marked the debates on the challenges to be faced, and, although present for more than 4 decades in business agendas and in different management functions (Randev & Jha, 2019), this perspective still lacks conceptual deepening and effective practices (Silva & Figueiredo, 2017, 2020Vasconcelos & Silva, 2021).…”