Research Article
Organizational learning to manage sustainable development
Bernd Siebenhüner,
Marlen Arnold,
Corresponding Author
Bernd Siebenhüner
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, Oldenburg, Germany
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, 26111 Oldenburg, GermanySearch for more papers by this authorMarlen Arnold
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, Oldenburg, Germany
Search for more papers by this authorBernd Siebenhüner,
Marlen Arnold,
Corresponding Author
Bernd Siebenhüner
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, Oldenburg, Germany
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, 26111 Oldenburg, GermanySearch for more papers by this authorMarlen Arnold
Carl-von-Ossietzky University of Oldenburg, School of Computing Science, Economics and Law, GELENA Research Group, Oldenburg, Germany
Search for more papers by this authorAbstract
Combating global warming, safeguarding ecological support systems and reducing energy and resource use as well as maintaining functioning societies are key challenges for many businesses today and in the near future. These problems have been addressed under the integrating concept of sustainable development. Implementing sustainable development in corporations, however, necessitates organizational learning. In light of a wide variation in corporate behaviour in accepting these challenges or not, the question arises of when and why companies pursue processes of learning and change to integrate sustainability, what effects these innovations have, and to what extent, and what factors promote or inhibit learning. This article addresses these questions on the basis of an empirical analysis of six companies. The study analyses internal and external explanatory factors for the occurrence of sustainability-oriented learning and change processes in medium-sized and large companies. Our findings highlight the role of learning mechanisms, leadership styles, internal networks and change agents. In terms of company-external factors, the study focused on the pressure applied by stakeholders and governmental regulation. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.
REFERENCES
- Antal AB. 1998. Die Dynamik der Theoriebildungsprozesse zum Organisationslernen, Organisationslernen- institutionelle und kulturelle Dimensionen. Wissenschaftszentrum Berlin für Sozialforschung: Berlin.
-
Archibugi D, Howells J, Michie J. 1999. Innovation Systems in a Global Economy. Cambridge University Press: Cambridge.
10.1017/CBO9780511599088 Google Scholar
- Argyris C, Schön DA. 1978. Organizational Learning: a Theory of Action Perspective. Addison-Wesley: Reading, MA.
- Argyris C, Schön DA. 1996. Organizational Learning II. Theory, Method, and Practice. Addison-Wesley: Reading, MA.
- Barabási A-L. 2002. Linked: the New Science of Networks. Perseus: Cambridge, MA.
- Bateson G. 1972. Steps to an Ecology of Mind. Ballantine: New York.
- Beschorner T, Behrens T, Hoffmann E, Lindenthal A, Hage M, Thierfelder B, Siebenhüner B. 2005. Institutionalisierung von Nachhaltigkeit. Eine vergleichende Untersuchung der organisationalen Bedürfnisfelder Bauen & Wohnen, Mobilität und Information & Kommunikation. Metropolis: Marburg.
- Blatter J. 2003. Beyond hierarchies and networks: institutional logics and change in transboundary spaces. Governance – an International Journal of Policy and Administration 16(4): 503–526.
- Bowden AR, Lane MR, Martin JH. 2001. Triple Bottom Line Risk Management: Enhancing Profit, Environmental Performance, and Community Benefits. Wiley: New York.
-
Brentel H, Klemisch H, Rohn H (eds). 2003. Lernendes Unternehmen: Konzepte und Instrumente für eine zukunftsfähige Unternehmens- und Organisationsentwicklung. Westdeutscher: Wiesbaden.
10.1007/978-3-663-10662-3 Google Scholar
- Campbell DJ, Bommer W, Ellen Y. 1993. Perceptions of appropriate leadership style: participation versus consultation across two cultures. Asia Pacific Journal of Management 10(1): 1–19.
-
Cramer J. 2005. Company learning about corporate social responsibility. Business Strategy and the Environment 14(4): 255–266.
10.1002/bse.432 Google Scholar
- Crampton SM, Hodge JW, Mishra JM. 1998. The informal communication network: factors influencing grapevine activity. Public Personnel Management 27(4): 569–584.
- Danneels E. 2002. The dynamics of product innovation and firm competences. Strategic Management Journal 23: 1095–1121.
- Dierkes M, Berthoin Antal A, Child J, Nonaka I (eds). 2001. Handbook of Organizational Learning and Knowledge. Oxford University Press: London.
- Dodgson M. 1993. Organizational learning: a review of some literatures. Organization Studies 14(3): 375–394.
- Elkington J. 1997. Cannibals With Forks: the Triple Bottom Line of 21st Century Business. Capstone: Oxford.
- Faucheux S. 2000. Environmental policy and technological change: towards deliberative governance. In Innovation-Oriented Environmental Regulation: Theoretical Approaches and Empirical Analysis J Hemmelskamp, K Rennings, F Leone (eds). Heidelberg: Springer. 153–171.
-
Finger M, Bürgin S, Haldimann U. 1996. Ansätze zur Förderung organisationaler Lernprozesse im Umweltbereich. In Förderung umweltbezogener Lernprozesse in Schulen, Unternehmen und Branchen, M Roux, S Bürgin (eds). Birkhäuser: Basel. 43–70.
10.1007/978-3-0348-5041-4_3 Google Scholar
- Fiol CM, Lyles MA. 1985. Organizational learning. Academy of Management Review 10(4): 803–813.
- Fussler C, James P (eds). 1996. Driving Eco-Innovation: a Breakthrough Discipline for Innovation and Sustainability. Pitman: London.
-
Grafé-Buckens A, Beloe S. 1998. Auditing and communicating business sustainability. Eco-Management and Auditing 5: 101–111.
10.1002/(SICI)1099-0925(1998110)5:3<101::AID-EMA85>3.0.CO;2-R Google Scholar
- GRI. 2002. Sustainability Reporting Guidelines. GRI: Boston, MA.
-
Hartley J, Benington J, Binns P. 1997. Researching the roles of internal-change agents in the management of organization change. British Journal of Management 8(1): 61–73.
10.1111/1467-8551.00040 Google Scholar
- Huber GP. 1991. Organizational learning: the contributing processes and the literatures. Organization Science 2: 88–115.
- Kemp R. 1995. Environmental Policy and Technological Change. A Comparison of the Technological Impact of Policy Instruments. Universitaire Pers Maastricht.
- Klimecki RG. 1997. Führung in der Lernenden Organisation. Unternehmensethik, Managementverantwortung und Weiterbildung 82–105.
- Klimecki R, Lassleben H. 1998. Modes of organizational learning. Indications from an empirical study. Management Learning 29(4): 405–430.
-
Kolk A. 2004. A decade of sustainability reporting: developments and significance. International Journal for Environment and Sustainable Development 3(1): 51–64.
10.1504/IJESD.2004.004688 Google Scholar
- Lam A. 2000. Tacit knowledge, organizational learning and societal institutions: an integrated framework. Organization Studies 21(3): 487–513.
- LaPalombara J. 2001. Power and politics in organizations: public and private sector comparisons. In Handbook of Organizational Learning and Knowledge M Dierkes, A Berthoin Antal, J Child, I Nonaka (eds). Oxford University Press: Oxford; 557–581.
- March JG. 1991. Exploration and exploitation in organizational learning. Organization Science 2(1): 71–87.
- Mayring P. 2002. Einführung in die qualitative Sozialforschung. Beltz: Weinheim.
- Mayring P. 2003. Qualitative Inhaltsanalyse, Grundlagen, Techniken (8th edn). Beltz: Weinheim.
- Mogalle M. 2000. Der Bedürfnisfeld-Ansatz; Ein handlungsorientierter Forschungsansatz für eine transdisziplinäre Nachhaltigkeitsforschung. Institut für Wirtschaft unf Ökologie der Universität: St. Gallen.
-
Morrison M, Mezentseff L. 1997. Learning alliances – a new dimension of strategic alliances. Management Decision 35(5): 351–357.
10.1108/00251749710173715 Google Scholar
-
Müller M, Siebenhüner B. 2007. Policy instruments for sustainability-oriented organisational learning. Business Strategy and the Environment 16: 232–245.
10.1002/bse.481 Google Scholar
- Mutch A. 2002. Actors and networks or agents and structures: towards a realist view of information systems. Organization 9(3): 477–496.
- Nonaka I. 1994. A dynamic theory of organizational knowledge creation. Organization Science 5: 14–37.
- Nonaka I, Toyama R, Byosière P. 2001. A theory of organizational knowledge creation: understanding the dynamic process of creating knowledge. In Handbook of Organizational Learning and Knowledge M Dierkes, A Berthoin Antal, I Nonaka, J Child (eds). Oxford University Press: Oxford. 491–517.
- Pawlowsky P. 2001. The treatment of organizational learning in management science. In Handbook of Organizational Learning and Knowledge M Dierkes, A Berthoin Antal, I Nonaka, J Child (eds). Oxford University Press: Oxford. 61–88.
- Peterson RS. 1997. A directive leadership style in group decision making can be both virtue and vice: evidence from elite and experimental groups. Journal of Personality and Social Psychology 72(5): 1107–1121.
- Pisano P. 1994. Knowledge integration, and the locus of learning: an empirical analysis of process development. Strategic Management Journal 15: 85–100.
- Popper M, Lipshitz R. 1995. Organizational Learning Mechanisms: a Structural/Cultural Approach to Organizational Learning. University of Haifa: Haifa.
-
Popper M, Lipshitz R. 2000. Organizational learning. mechanisms, culture, and feasibility. Management Learning 31(2): 181–196.
10.1177/1350507600312003 Google Scholar
- Probst G, Büchel B. 1997. Organizational Learning: the Competitive Advantage of the Future. Prentice-Hall: London.
- Rothman J, Friedman VJ. 2001. Identity, conflict, and organizational learning. In Handbook of Organizational Learning and Knowledge M Dierkes, A Berthoin Antal, I Nonaka, J Child (eds). Oxford University Press: Oxford. 582–597.
- Schaltegger S, Burritt R, Petersen H. 2003. An Introduction to Corporate Environmental Management: Striving for Sustainability. Greenleaf: Sheffield.
- Schein EH. 1984. Coming to a new awareness of organizational culture. Sloan Management Review 25(2): 3–16.
- Scherer FM. 1992. Schumpeter and plausible capitalism. Journal of Economic Literature 30: 1416–1433.
- Schneidewind U. 1997. Wandel und Dynamik in Bedürfnisfeldern- Wesen und Gestaltungsperspektiven. Eine strukturalistische Rekonstruktion am Beispiel des Bedürfnisfeldes Ernährung. IP Gesellschaft I – Diskussionsbeitrag Nr. 2. Institut für Wirtschaft und Ökologie an der Unversität St. Gallen: St. Gallen.
- Schumpeter JA. 1954. History of Economic Analysis. Oxford University Press: New York.
- Schunk DH. 1996. Learning Theories: an Educational Perspective (2nd edn). Merrill: New York.
- Senge P. 1990. The fifth discipline. The Art and Practice of the Learning Organization. Doubleday: New York.
-
Shrivastava P, Hart S. 1995. Creating sustainable corporations. Business Strategy and the Environment 4: 154–165.
10.1002/bse.3280040307 Google Scholar
- Siebenhüner B. 2005. The role of social learning on the road to sustainability. In Governance and Sustainability, JN Rosenau, EU Weizsäcker, U Petschow (eds). Greenleaf: Sheffield. 86–99.
- Spencer-Cooke A. 1997. From EMAS to SMAS. Charting the course from environmental management to sustainability. In ISO 14001 and Beyond, C Sheldon (ed.). Greenleaf: Sheffield. 243–259.
- Tsang EWK. 1999. A preliminary typology of learning in international strategic alliances. Journal of World Business 34(3): 211–229.
- Van Marrewijk M, Hardjono TW. 2003. European corporate sustainability framework for managing complexity and corporate transformation. Journal of Business Ethics 44: 121–132.
- Van Marrewijk M, Werre M. 2003. Multiple levels of corporate sustainability. Journal of Business Ethics 44: 107–119.
- Yin RK. 1994. Case Study Research. Design and Methods. Sage: Thousand Oaks, CA.
- Yuthas K, Dillard JF, Rogers RK. 2004. Beyond agency and structure: triple-loop learning. Journal of Business Ethics 51: 229–243.
