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Sustainability and Organizational change: employees' Perspective on the case of streamline manufacturing

Positive Design and Appreciative Construction: From Sustainable Development to Sustainable Value

ISBN: 978-0-85724-369-0, eISBN: 978-0-85724-370-6

Publication date: 8 November 2010

Abstract

This case is based on 30 interviews with participants in a seven-year sustainability project at a leading North American manufacturer. The project enhanced financial value and positively impacted the natural and organizational environments. The case draws attention to innovative methods to increase non-executive employee engagement in technical innovation for sustainability. In particular, many interviewees noted how eco-action learning had motivated them to persevere. However, their intense commitment also exacted a cost, most significantly in time away from family. The process by which these results were achieved is discussed as an example of “appreciative intelligence” to suggest how leaders and employees can reframe business, connect elevated personal purpose to day-to-day business tasks, and consequently create a more sustainable future.

Citation

Bradbury-Huang, H. (2010), "Sustainability and Organizational change: employees' Perspective on the case of streamline manufacturing", Thatchenkery, T., Cooperrider, D.L. and Avital, M. (Ed.) Positive Design and Appreciative Construction: From Sustainable Development to Sustainable Value (Advances in Appreciative Inquiry, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 215-235. https://doi.org/10.1108/S1475-9152(2010)0000003016

Publisher

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited