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list of sub-themes > sub-theme 7SUB-THEME 7: ORGANIZATIONAL THEORY AND CHANGE DYNAMICS FOR SUSTAINABILITY To upload your abstract, please log in.
convenors: Rodrigo Lozano
University of Gävle, SwedenSjors Witjes
Utrecht University, The Netherlands
Sandra Caeiro
Universidade Aberta, Portugal
Sigurd Vildasen
Norwegian University of Science and Technology, Norway
Adriana Buhovac
University of Ljubljana, Slovenia objective:
To discuss the contribution of organisational theory and change dynamics to creativity and sustainability. The theme should focus on how to motivate creativity in individuals, groups, and organisations so that the transition to more sustainable societies can be accelerated. Papers should focus on motivation, attitudes, drivers to change, resistance to change and how to overcome it, incorporation, and institutionalisation of sustainability in organisations. description:
The theme should focus on how to motivate creativity in individuals, groups, and organisations so that the transition to more sustainable societies can be accelerated. The theme will discuss the contribution of organisational theory and change dynamics to creativity and sustainability. Papers should focus on motivation, attitudes, drivers to change, resistance to change and how to overcome it, incorporation, and institutionalization of sustainability in organisations. keywords:
Organisational theory; organisational behaviour; change dynamics; sustainability; organisational change management; attitudes.
references:
Benn, S., Dunphy, D., & Griffit, A. (2014). Organizational change for corporate sustainability (Third.). London, UK: Routledge. Benn, S., Dunphy, D., & Griffiths, A. (2006). Enabling Change for Corporate Sustainability: An Integrated Perspective. Australasian Journal of Environmental Management, 13(3), 156–165. doi:10.1080/14486563.2006.9725129 Ceulemans, K., Lozano, R., & Alonso-Almeida, M. (2015). Sustainability Reporting in Higher Education: Interconnecting the Reporting Process and Organisational Change Management for Sustainability. Sustainability, 7(7), 8881–8903. doi:10.3390/su7078881 Disterheft, A., Ferreira da Silva Caeiro, S. S., Ramos, M. R., & de Miranda Azeiteiro, U. M. (2012). Environmental Management Systems (EMS) implementation processes and practices in European higher education institutions – Top-down versus participatory approaches. Journal of Cleaner Production, 31, 80–90. doi:10.1016/j.jclepro.2012.02.034 Doppelt, B. (2003a). Leading change toward sustainability. A change-management guide for business, government and civil society. Sheffield: Greenleaf Publishing. Doppelt, B. (2003b). Overcoming the seven sustainability blunders. The Systems Thinker, 14(5), 2–7. Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357–366. doi:10.1016/j.jwb.2009.08.006 Lozano, R. (2012). Orchestrating Organisational Changes for Corporate Sustainability. Greener Management International, (57), 43–64. doi:http://dx.doi.org/10.9774/GLEAF.3062.2007.sp.00005 Lozano, R. (2013). Are Companies Planning their Organisational Changes for Corporate Sustainability? An Analysis of Three Case Studies on Resistance to Change and their Strategies to Overcome it. Corporate Social Responsibility and Environmental Management, 20(5), 275–295. doi:10.1002/csr.1290 Lozano, R. (2015). A Holistic Perspective on Corporate Sustainability Drivers. Corporate Social Responsibility and Environmental Management, 22(1), 32–44. doi:10.1002/csr.1325 Lozano, R., Ceulemans, K., & Scarff Seatter, C. (2014). Teaching organisational change management for sustainability: designing and delivering a course at the University of Leeds to better prepare future sustainability change agents. Journal of Cleaner Production. doi:10.1016/j.jclepro.2014.03.031 |
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