Rhetoric and Reality in the Greening of Organisational Culture

Crane, Andrew

doi:10.4324/9781351283489-9

Cited by 14 publications

(9 citation statements)

References 8 publications

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“…The results are in accordance with Porter et al (2016) who found that symbolic events in the depth dimension of GOC are less prevalent in organizations. Crane (1995) believed culture is the central idea toward developing a sustainable business, and by developing green culture companies think beyond the idea of pollution prevention and enters into the world of sustainable future. Culture has the power to transform the values of an organization and is considered as an important driver of sustainability initiative.…”

Section: Relationship Of Ghrm With Ep and Goc's Effectmentioning

confidence: 99%

Relationship of green human resource management with environmental performance: mediating effect of green organizational culture

Aggarwal

Agarwala

2022

BIJ

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PurposeEnvironment concerns and climate changes have led organizations to reorient their processes with a focus toward sustainability. Organizations recognize that incorporating greening in HR practices has the potential to address environmental concerns. The present study aims to focus on investigating the relationship between green human resource management (GHRM) practices and environmental performance (EP). It is premised that the adoption of green human resource practices facilitates the development of a green organizational culture (GOC) that helps the organization to gain strategic business advantage with respect to the competitors. The literature suggests that the adoption of green human resource practices among organizations is at a nascent stage. The present study focusses on understanding the mediating role of three dimensions of GOC, that is, degree, diffusion and depth in the relationship between green human resource practices and EP that has not been addressed in the empirical literature.Design/methodology/approachThe present study developed a model consisting of GHRM practices as an independent variable, the three dimensions of culture (degree, diffusion and depth) as mediators, and EP as the dependent variable. The study followed a quantitative exploratory research approach. The sample consisted of 278 employees from private and public sector organizations located in India. The hypothesized model was analyzed using structural equation modeling (SEM).FindingsThe study found the green human resource practices to be significantly related with EP of the organization. Results of parallel mediation confirmed that the “degree” dimension of GOC played a significant mediating role in the relationship between green human resource practices and EP of the organization. The other two dimensions of GOC, diffusion and depth, did not have a significant mediating role in this relationship. The findings of the study have been explained in the context of social identity theory, resource based view and ability–motivation–opportunity theory.Practical implicationsThe study provides practical insights for researchers and managers who seek to adopt sustainability objectives in the organization. The findings have the potential to encourage human resource managers to adopt green human resource management practices toward promoting a culture of greening in the organization. The importance of developing and measuring EP targets for industry leadership is also emphasized.Originality/valueThe originality of the study lies in classifying and understanding GOC in terms of three dimensions, that is, degree, diffusion and depth, following the model proposed by Harris and Crane (2002). The three dimensions help in assessing the current level of GOC. This assessment promotes the judicious application of resources by the organization and adopts green practices to foster the organizational EP.

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Section: Relationship Of Ghrm With Ep and Goc's Effectmentioning

confidence: 99%

Relationship of green human resource management with environmental performance: mediating effect of green organizational culture

Aggarwal

Agarwala

2022

BIJ

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“…With the change in organizational goals toward sustainability, organizations are adopting policies and procedures to deal with waste, minimize resource misuse, and address pollution-related problems. However, such changes are superficial and will not lead to the creation of sustainable organizations unless organizations make sustainability a part of their culture to respond to environmental challenges (Wijethilake et al, 2021) and create a sustainability-oriented culture to shift toward environmental sustainability (Bertels et al, 2010; Crane, 1995). Research has shown that organizations with a culture that supports organizational sustainability goals contribute toward superior environmental performance (Galpin et al, 2015; Sroufe et al, 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Maheshwari,

Kaur,

Renwick

2024

Organization & Environment

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This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

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“…GOC-based businesses identify and evaluate diverse challenges, create strategies and address them in accordance with environmental ideals (Li et al ., 2011). Companies will enhance their environmental performance as a result of this (greener) transformation of organizational cultures, resulting in higher levels (Crane, 1995).…”

Section: Literature Reviewmentioning

confidence: 99%

“…An organization's cultural structure is a significant determinant of environmental performance. A cultural shift that emphasizes environmental stewardship and increased social responsibility is necessary for businesses to realize sustainability (Crane, 1995). In order to guarantee a successful cultural shift, the ideological foundation of organizational culture is crucial.…”

Section: Literature Reviewmentioning

confidence: 99%

Green organizational culture in manufacturing SMEs: an analysis of causal relationships

Subramanian

Suresh

2023

IJM

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PurposeThe concern for environmental sustainability has created the need for businesses to embrace new environmentally responsible behavior, values and beliefs. Developing green culture has the capability of influencing employee attitudes and behavior and instilling certain values that shape an internal culture. The purpose of this study is to understand the causal relationship between the factors that influence green organization culture (GOC) in manufacturing small and medium manufacturing enterprises (SMEs) since they are considered significant contributors to environmental pollution. The study also aims to execute the driving and dependency power analysis to find the most and least significant factors of GOC.Design/methodology/approachThe study identified eight factors through an extensive literature review and validated them with the specialists. The total interpretive structural modeling (TISM) approach was employed for discovering the interaction among the identified factors and developing their structural hierarchy. Further matriced impact croises multiplication applique (MICMAC) analysis was carried out to determine the driving-dependence power of each factor.FindingsThe study discovered that the factors namely “Top management commitment and support towards green practices and workforce greening F(2)”, “Internal regulatory forces towards the environmental system (F3)” and “Organization's mission including environmental concern (F6)” were observed to be the most significant ones. “Environment that creates green work-life balance F(8)” and “Environment that promotes green attitude and behavior F(4)” were identified to be extremely dependent on the remaining factors.Research limitations/implicationsThe proposed outline has been established in the context of India and is restricted to manufacturing SMEs. The methodology presented in the study relies solely on experts' opinions which are qualitative in nature. Integration with a different method can be used to do statistical validation and add new variables to the problem, thereby reducing restrictions. The findings may facilitate manufacturing SME owners/managers and HR managers to recognize the most and least important factors of GOC and their causal relationships. This will increase awareness of GOC practices among managers thus contributing to environmental performance.Practical implicationsIt is essential for manufacturing small and medium enterprises to enhance their GOC for reducing its negative impact on the environment and further for gaining competitive advantage. Also, this research will offer insights into environmental management and enlarge awareness in the subsequent fields: of academics, practitioners and decision-makers who are engaged in managing environmental issues at various stages.Originality/valueThe researchers believe that the study is highly significant for manufacturing SMEs as they contribute to the economy as well as environmental degradation. Also, none of the research focused on understanding the causal relationships between the factors of GOC using the TISM approach in the Indian manufacturing SMEs context. This research adds an important contribution to the current GOC literature.

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Rhetoric and Reality in the Greening of Organisational Culture

Cited by 14 publications

References 8 publications

Relationship of green human resource management with environmental performance: mediating effect of green organizational culture

Relationship of green human resource management with environmental performance: mediating effect of green organizational culture

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Green organizational culture in manufacturing SMEs: an analysis of causal relationships

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