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Organizational learning to manage sustainable development

Author

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  • Bernd Siebenhüner
  • Marlen Arnold

Abstract

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.

Suggested Citation

  • Bernd Siebenhüner & Marlen Arnold, 2007. "Organizational learning to manage sustainable development," Business Strategy and the Environment, Wiley Blackwell, vol. 16(5), pages 339-353, July.
    • Handle: RePEc:bla:bstrat:v:16:y:2007:i:5:p:339-353
    DOI: 10.1002/bse.579
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    References listed on IDEAS

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