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Article
Publication date: 9 February 2015

Lara Johannsdottir, Snjolfur Olafsson and Brynhildur Davidsdottir

The change management literature on strategy implementation identifies different dimensions of resistance to change. The contrary view – that of dimensions of acceptance…

Abstract

Purpose

The change management literature on strategy implementation identifies different dimensions of resistance to change. The contrary view – that of dimensions of acceptance of change when implementing strategy – has received less attention. The purpose of this paper is to explore the implementation of environmental sustainability strategies by Nordic insurers, the role of leadership in implementing these changes, and employee acceptance of change.

Design/methodology/approach

For achieving this purpose, this paper reports on an explanatory case study of Nordic non-life insurers, where interviews with insurance executives and specialists were the primary source of data.

Findings

The authors have developed simple strategy maps, focusing on insurers’ own operations, product offerings, loss prevention and claims settlements, investments and influence on stakeholders, to show how common elements of environmental strategies are implemented within the insurance industry. The importance of leadership in organizational change is evident in the data, as well as in employees’ positive attitudes towards implementation of environmental sustainability strategies.

Originality/value

The scientific contribution of this paper is the empirical mapping of a hitherto unexplored area of the implementation of environmental sustainability strategies within the Nordic insurance industry, highlighting the leadership role in implementing environmental sustainability strategies and the elements shaping employee acceptance of change when implementing environmental sustainability strategies.

Details

Journal of Organizational Change Management, vol. 28 no. 1
Type: Research Article
ISSN: 0953-4814

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