This article aims to discuss issues and strategies of developing practices of ecological sustainability in organizations. Three questions guide the discussion: how are practices of social responsibility and ecological sustainability developed and maintained in organizations? What learning in particular is involved in developing practices of ecological sustainability in organizations? How might this learning be fostered by organizational leaders?
The article draws from literatures in ecology, ecological learning and corporate social responsibility to describe the nature of ecological sustainability, intents and approaches of organizations developing it, and their challenges. Case examples drawn from studies of small business are examined to explore successful strategies of developing practices of ecological sustainability. These examples are analysed from a learning perspective.
Challenges that hinder adoption of ecological sustainability practice include low stakeholder understanding and support, low management focus and strategy, and insufficient cost‐benefit analysis. Organizations confronted these challenges by emphasizing education and enabling conditions that fostered learning in everyday action (decentralization, diversity, connections, shared focus, constraints, and feedback).
The discussion shifts the emphasis from corporate social responsibility (CSR) – which has become a broad, contested area of multiple meanings – to ecological sustainability, and shifts the focus from measurement and reporting (prominent in CSR literature) to learning.
Strategies are suggested for organizational leaders to enable conditions for learning that support practices of ecological sustainability.
With the learning perspective, and particularly with the focus on ecological learning models based in complexity science, the article demonstrates a unique link between learning approaches and practices of ecological sustainability.
Fenwick, T. (2007), "Developing organizational practices of ecological sustainability: A learning perspective", Leadership & Organization Development Journal, Vol. 28 No. 7, pp. 632-645. https://doi.org/10.1108/01437730710823888Download as .RIS
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