Keeruline on vaidlustada organisatsioonide mõju keskkonnale. Küll aga on lihtsam sellest lihtsalt mööda vaadata ja mitte välja teha.
Etteruttavalt võiks märkida, et väljatöötatud mudel on tõsisemat uurimist vääriv, kuid see püstitab lugejale ka mitmeid väljakutseid eeldades orienteerumist nii organisatsioonide kui institutsioonide valdkonna baasteadmisi. Õnneks on tekst nö vabalevis ja teadmiste saamiseks ei ole tarvis kusagile sisse murda.

Siinviidatu autorid avavad uurimustöö tausta muuhulgas järgmise selgitusega:

Addressing demands for environmental sustainability (ES), which can be defined as “the situation in which vital environmental functions are safeguarded for future generations” (Hueting, 2010, p. 526), is increasingly necessary in order to compete in global markets. Nevertheless, most organizations face competing but interconnected demands to adopt environmental strategies (Cramer et al., 2006; Greenwood et al., 2011; Wijen, 2014; Zyglidopoulos et al., 2012) stemming from an increasingly complex organizational field (Hoffman, 2001; Testa et al., 2015).

Uurimisküsimus:

Through the lens of organizational learning, our research question is as follows: How organizations internalize demands for ES, by looking at factors that promote (hinder) a substantive internalization of ES among organizational actors who do the “real work” (Cook & Brown, 1999, p. 387).

Kuna tegemist on organisatsioonide valdkonnas ühe väga tõsise ja ilmselt peatselt paljutsiteeritud artikliga, siis olgu siin esitatud ka teoreetilise keerdkäigud:

First, our study contributes to the current debate on the micro-foundations of sustainable practices implementation by uncovering a set of organizational practices that support individual and organizational capabilities for embedding sustainability into an organization.
[…]
Second, our study contributes to the academic debate by extending institutional theory with organizational learning theory to shed light on the micro-foundations of substantive practice implementation (Boiral, 2016; Christmann & Taylor, 2006; Testa et al., 2018b).
[…]
Third, starting from our research question and based on our findings, we inductively developed a new framework to study how organizations can substantially internalize calls for ES by updating the original 4Is framework from Crossan et al. (1999; see Figure 2).

Kokkuvõttes märgivad autorid muuhulgas:

Overall, the results of the study and the proposed model on organizational learning (see Figure 2) can help leaders to better plan and manage the change process by anticipating the steps, enablers, and barriers to the internalization of ES.

Bianchi, G., Testa, F., Boiral, O., & Iraldo, F. (2021). Organizational Learning for Environmental Sustainability: Internalizing Lifecycle Management. Organization & Environment. https://doi.org/10.1177/1086026621998744