Organizational Change

Can green behaviors really be increased for all employees? Trade‐offs for “deep greens” in a goal‐oriented green human resource management intervention

“…Future research should investigate the extent to which goal setting, or other green HRM techniques, achieve generalized changes in behavior, that is, spill over from the focal EGB to other EGB not related to the intervention. Current research suggests that performing one environmental action may not spill over to another (Thøgersen, ) and that different behavior change techniques may enjoy differing levels of success depending upon the type or domain of the behavior targeted (Osbaldiston & Schott, ) and may spill over from work to home (Davis & Coan, ). These issues require closer examination and the use of appropriate methods to assess broader EGB, for example, supervisor ratings, travel logs, diaries, or observations (Bissing‐Olson, Iyer, Fielding, & Zacher, ; Ones & Dilchert, ; Young et al, ).…”

A Qualitative Analysis of Participant Learning and Growth Using a New Outward Bound Outcomes Instrument

“…Although the presence of an environmental policy or position statement was positively associated with greater engagement in many of the practices, it seems guiding policies as well as the presence of campus sustainability offices may not be enough on their own. Davis and Coan (2015) suggest that beyond examining the organizational culture and support and individuals and groups already engaged in pro-environmental behaviors that researchers study other considerations such as the role of government regulation, financial and technological constraints, and the processes and procedures that among other things reward, permit, and ensure engagement, advocating a more "socio-technical systems thinking" approach (Davis, Challenger, Jayewardene, & Clegg, 2014). While not within the scope of this study, future research efforts should consider more broadly examining the systemic nature of college outdoor programs engagement in environmental initiatives (e.g., including environmental education in staff trainings and then in the field with participants), as it may reveal some of the reasons behind low practice engagement while also offering solutions.…”

“…Crane (2000) suggested environmental sustainability is increasingly being viewed as an important activity in relation to enhancing image and even meeting regulatory requirements. Davis and Coan (2015) more recently suggested that to understand organizational change as it relates to sustainability, one must examine the organizational culture, leadership and change agents, and the level of employee engagement in pro-environmental behaviors. believe that desired environmental behaviors can be assisted through the presence of a formal environmental policy.…”

“…Davis and Challenger (2009) found employee engagement to be an important component in the success of individual and group-based pro-environment interventions. As such, organizational leadership and support are key determinants of the success of organizational environmental initiatives (e.g., Ramus & Steger, 2000) with the opportunities for employees to be able to engage in environmentally sustainable work behavior strongly influencing such action and ultimately the success or failure of behavior interventions (Davis & Coan, 2015).…”

Sustainability Education and Organizational Change: A Critical Case Study of Barriers and Change Drivers at a Higher Education Institution

“…Beyond the important role of traditional leaders in instituting organizational change, "any employee who is able to successfully engage with others regarding sustainability issues can become a sustainability leader, environmental champion, or change agent" [5] (p. 250). To be viable and authentic, SD in university academics and campus operations must be coordinated, integrated, and mutually supported and implemented [6,7].…”