Enabling Sustainability through an Action Research Process of Organisational Development

• Published in: The journal of corporate citizenship Vol. 2013; no. 49; pp. 137 - 161
• Main Authors: Hind, Patricia, Smit, Arnold, Page, Nadine
• Format: Journal Article
• Language: English
• Published: Sheffield Greenleaf Publishing 01.03.2013; Taylor & Francis Ltd
• Subjects: Action research; Analysis; Business enterprises; Business structures; Green businesses; Investment companies; Leadership; Management; Organizational change; Organizational learning; Renewable energy; Research methods; Small & medium sized enterprises-SME; Studies; Sustainability; Sustainability management; Sustainability science; Sustainable development; Sustainable economic development; Sustainable global economy; Sustainable management; United States; South Africa
• DOI: 10.9774/GLEAF.4700.2013.ma.00010
• ISSN: 1470-5001

The purpose of this paper is to report the results of a study exploring a unique learning process leading to ‘leader led’ organisational change with a sample of South African SMEs. The paper investigates a specific developmental methodology designed to enable leaders to explore the structures and processes within their organisations that are most conducive or resistant to the evolution of responsible leadership within a framework of unique emergent sustainability strategies. An action research approach using a structured workbook was adopted to support leaders of SMEs in the discovery, planning and execution of sustainability projects within their organization. The findings indicate that action research is an appropriate process for initiating and supporting new sustainability management practices in organisations. The collective inquiry identified a broadly applicable model of sustainable business underpinned by values-based leadership, open communication and stakeholder engagement. Specifically, the unique priorities and context of each business were important for developing each organisation's concept of sustainability and fostering engagement with sustainability projects. The results offer practical development advice to smaller companies seeking to embed sustainable strategies through responsible leadership. Through a number of action research iterations tangible progress was made in both awareness and implementation of sustainability management in the organisation. The process involved a learning ‘journey’ for the managers involved leading towards organisational change.