What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

A natural resource-based view of the firm

While sustainability management is becoming more widespread among major companies, the impact of their activities do not reflect in studies monitoring the state of the planet. What results from this is a “big disconnect”. With this paper, we address two main questions: “How can business make an effective contribution to addressing the sustainability challenges we are facing?” And: “When is business truly sustainable?” In a time, when more and more corporations claim to manage sustainably, we need to distinguish between those companies that contribute effectively to sustainability and those that don’t. We provide an answer by clarifying the meaning of business sustainability. We review established approaches and develop a typology of business sustainability with a focus on effective contributions for sustainable development. This typology ranges from Business Sustainability 1.0 (Refined Shareholder Value Management) to Business Sustainability 2.0 (Managing for the Triple Bottom Line) and to Business Sustainability 3.0 (True Sustainability).

https://www.bsl-lausanne.ch/wp-content/uploads/2015/04/Dyllick-Muff-Clarifying-Publ-Online.full_.pdf

Clarifying the Meaning of Sustainable Business: Introducing a Typology From Business-as-Usual to True Business Sustainability

Review: The Transition Handbook: From Oil Dependency to Local Resilience By Rob Hopkins Reviewed by Alex Alkhoury University of Western Ontario, Canada Hopkins, Rob. The Transition Handbook: From Oil Dependency to Local Resilience. White River Junction, VT: Chelsea Green Publishing, 2008. 240 pp. ISBN: 9781900322188. US$24.95, paper. Chlorine-free recycled paper. The intertwined emergencies of peak oil and climate change demand dramatic, urgent action across a range of scales, the magnitude of which can threaten to overwhelm people, particularly those who are just learning about these issues. When problems seem overwhelming it can easily lead to individual inaction and collective inertia, and this is precisely what Rob Hopkins seeks to overcome in The Transition Handbook. His essential goal is to outline a realistic and hopeful vision of post-carbon communities and the practical steps needed to get there. The starting point for Transition is the essential problem now widely understood as ‘peak oil’: as the production of conventional oil declines, its growing scarcity will drive increasingly higher fuel prices with profound implications for industrial economies. Hopkins argues that while climate change exists in the public consciousness as an intangible or, at most, distant fear, the decline of cheap fossil energy is a much more proximate and understandable problem for many – as barrels of oil are easier to visualize than tonnes of [greenhouse] gas (p.40) – and can thus simultaneously spark necessary action on both issues. Hopkins begins by succinctly describing the nature of the problems (what he calls ‘The Head’), then appeals for a rational, composed response (in a section called the 'The Heart'), before digging into the crux of the book, ‘The Hands,’ a discussion of specific, transitional steps and strategies to move beyond economies centred on fossil energy. His 'Twelve Steps of Transition' are underpinned by a clear statement of six core principles, including positive 'visioning', 'inclusion' of all members of the community, 'awareness-raising', 'resilience', using 'psychological insights' to counter the threat of inaction, and focusing on the community level to attain 'credible and appropriate solutions'. For Hopkins, a community's resilience hinges on its ability to produce core goods and services, while only importing what cannot be sourced locally. Building momentum for re-localization depends upon first building a strong foundation of community-level understanding of the issues and rebuilding connections among people. Hopkins provides great, practical detail here, outlining strategies on running successful public meetings, and providing tips on organizing things like empowering re- skilling group events, and how best to obtain publicity for both these and also the launch of a given Transition Initiative. In this, Transition also doubles as a best practices guide for the logistical elements of community organization and activism. This practical and optimistic ‘how to’ dimension is undoubtedly the book’s great objective and strength, and for this it should appeal to those eager to inspire action in their own communities. However, it is not Hopkins' intention to provide a precise, universal plan, but rather a general set of guidelines backed by motivating examples of contemporary re-localization efforts. At times, this does leave difficult questions of scale underdeveloped, with much of the discussion directed at the level of relatively small communities. With a background in permaculture and as the founder of the UK Transition movement, Hopkins is well-positioned to offer both a broader vision and a practical plan for re-localization and self-reliance. His achievement in this book is to give concrete grounds for optimism in a captivating and highly accessible way. In this, it is a particularly useful antidote to those who are concerned but overwhelmed, as well as being a useful starting point into peak oil and transition issues for progressive scholars, students, activists and the general public alike. Alex Alkhoury. , MA Student, Department of Geography, University of Western Ontario, Social Science Centre, London, Ontario N6A 5C2, Canada. Electronic Green Journal, Issue 29, Winter 2009, ISSN:1076-7975

/pdf/review-the-transition-handbook-from-oil-dependency-to-local-24t3f86olu.pdf

Review: The Transition Handbook: From Oil Dependency to Local Resilience

This essay examines links, similarities, and dissimilarities between stakeholder theory and sustainability management. Based on the analysis a conceptual framework is developed to increase the appl...

Applying Stakeholder Theory in Sustainability Management Links, Similarities, Dissimilarities, and a Conceptual Framework

The continuing evolution and increasing salience of the concept and practice of sustainability among individuals, organizations, and societies worldwide appears to warrant the development of conceptual approaches to theories of sustainability management for application to management research, education, and practice While other management theories have been employed by many management scholars to help explain the need for and advancement of sustainability management, none of those theories appear to have the unique features, benefits, opportunities, challenges, or orientations to assist individuals, organizations, and societies to move toward sustainability as much and as soon as appears necessary However, since the consideration of theories of sustainability management is relatively new for most management scholars, the authors hope this article begins a dialogue among those stakeholders to better describe, develop, and apply this and related theories of sustainability management as significantly, effe

Toward a Theory of Sustainability Management: Uncovering and Integrating the Nearly Obvious

We draw from upper echelons theory to investigate whether the presence of a chief sustainability officer (CSO) is associated with better corporate environmental performance in highly polluting industries. Such firms are under strong pressure to remediate environmental damage, to comply with regulations, and to even exceed environmental standards. CSOs in these firms are likely to be hired as legitimate agents to lead and successfully implement environmental strategy aimed at reducing pollution levels. Interestingly and contrary to our expectations, we found that the presence of a CSO is associated with higher levels of pollution emissions. Nonetheless, we found that the CSO has a positive influence on a firm’s environmental performance if faced with strict environmental regulations. We argue that the enforcement of environmental regulations enhances monitoring and accountability of pollution emissions. The sample for this study comprised all the S&P 500 firms required by the Environmental Protection Agency to annually report their toxic emissions to the Toxic Release Inventory. Data were collected for a 6-year period from 2006 to 2011. We used a panel data regression and employed propensity score matching to correct for potential endogeneity problems.

Do Chief Sustainability Officers Make Companies Greener? The Moderating Role of Regulatory Pressures

Firms have increasingly adopted environmental governance mechanisms in the form of environmental compensation and environmental board committees. The current study examines the argument that such environmental governance mechanisms contribute to lower toxic emissions in high‐polluting industries. The sample comprises firms that were part of the S&P 500 from the years 2006 to 2011 and were mandated to report toxic emissions to the U.S. Environmental Protection Agency under the Toxic Release Inventory program. A panel regression model with propensity score matching was employed to minimize endogeneity bias. The results indicate that environmental compensation is a compelling incentive to motivate managers to invest in long‐term and highly uncertain environmental projects. Likewise, the presence of an environmental board committee appears to be significant, suggesting that directors contribute to a firm's strategy with their expertise and political influence. This research also found evidence supporting the cumulative adoption of both environmental governance mechanisms in enhancing environmental performance and the firm's legitimacy.

Can environmental governance lower toxic emissions? A panel study of U.S. high‐polluting industries

The purpose of this paper is to assess the main factors that contribute to teaching and learning sustainability in management education (SiME), which is defined as a body of knowledge that meets the needs of both current and future generations of students.,The authors adopt the Biggs’ Presage–Process–Product (3P) learning model to guide and categorize the findings from the literature review on SiME. This study provides an overview of journal articles published between 2002 and 2017.,In the context of SiME, Biggs’ 3P model shows how teaching context and students’ background (presage factors) influence students’ approaches to learning, which can range from surface to deep learning (process) and result in various learning outcomes (products).,The literature review may have excluded important and relevant work from the sample.,This review highlights that personal and institutional commitments are necessary to promote effective learning of sustainability.,Effective learning outcomes (deep learning) in sustainability should encourage students to reflect on their personal values and behaviors and to acquire analytical skills aimed at promoting conservation and remediation of social, environmental and economic problems.,This paper provides an application of Biggs’ 3P learning model in the context of sustainability, which highlights the conditions for deep learning as critical given the complexity and urgency of addressing sustainability crises.

Patricia Kanashiro

Papers

Toward a Theory of Sustainability Management: Uncovering and Integrating the Nearly Obvious

Do Chief Sustainability Officers Make Companies Greener? The Moderating Role of Regulatory Pressures

Can environmental governance lower toxic emissions? A panel study of U.S. high‐polluting industries

Sustainability in management education: a Biggs’ 3P model application

Business efforts, opportunities, and limits addressing the poor: A Brazilian case study