Is your sustainability strategy sustainable? Creating a culture of sustainability

• Published in: Corporate governance (Bradford) Vol. 15; no. 1; pp. 1 - 17
• Main Authors: Galpin, Timothy, Whitttington, J. Lee, Bell, Greg
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 02.02.2015
• Subjects: Behavior; Brand loyalty; Corporate culture; Corporate governance; Employee behavior; Employee involvement; Employees; International business; Leadership; Managers; Mission statements; Performance management; Social responsibility; Strategic management; Strategy; Success; Sustainability; Strategy; Organizational culture; Sustainability; HR practices
• ISSN: 1472-0701; 1758-6054
• DOI: 10.1108/CG-01-2013-0004

Purpose – The purpose of this article is to present a multidisciplinary model that can be used as both a road map for practicing managers to create a sustainability focused culture within their own organizations, and as a guide for future research into the relationship between organizational culture and sustainability. Design/methodology/approach – A narrative synthesis approach is used to integrate extant empirical and practitioner literature spanning various disciplines to build a comprehensive model, including key propositions, to assist both practitioners and researchers alike. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided. Findings – Building an organizational infrastructure that fosters a culture of sustainability results in positive employee- and organizational-level sustainability performance. Research limitations/implications – The model presented is an important advancement in the sustainability literature. It is applicable to various sustainability efforts, and it may be applied regardless of the industry or the size of the companies undertaking sustainability initiatives. The model provides a framework to guide research into the relationship between organizational culture and sustainability. Future research should focus on the relationship between the different organizational factors identified in the model, organizational culture and sustainability performance. Practical implications – The multidisciplinary model presented can be used as a road map for practicing managers to create a sustainability focused culture within their own organizations. Originality/value – A gap exists in both the empirical and practitioner literature regarding the development and assessment of the organizational factors that foster a culture of sustainability. Moreover, no clear model exists with the expressed purpose of helping leaders create such a culture, while providing a framework to guide research into the relationship between organizational culture and sustainability. In this paper, a comprehensive model, including key propositions, to assist both practitioners and researchers alike is presented. Case examples illustrating each component of the model in practice and implications for future research based on the key tenets of the model are also provided.