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The Implementation of Authentic Sustainable Strategies: i‐SITE Middle Managers, Employees and the Delivery of 100% Pure New Zealand

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  • Jeremy Morrow
  • Simon Mowatt

Abstract

This paper examines the processes by which 100% Pure New Zealand is translated into action by middle managers and employees at the point of contact with consumers at i‐SITEs. Within the tourism industry, organizations that differentiate employing ‘green' and ‘authentic' imagery of the natural environment highlight the importance of the active participation and engagement of middle managers and employees whose actions are observable to consumers. However, there has been little previous research on how employees understand concepts of sustainability and authenticity, or how their own views and values support embedding strategy. These issues were examined with a multiple case study methodology. Thematic analysis identified three barriers to authentic implementation: failure to support bottom‐up policy engagement, unclear top‐down communication of strategic priorities, and perceived lack of strategic vision and commitment. The paper suggests that organization‐wide vision and commitment are required to implement authentic sustainability strategies. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

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  • Jeremy Morrow & Simon Mowatt, 2015. "The Implementation of Authentic Sustainable Strategies: i‐SITE Middle Managers, Employees and the Delivery of 100% Pure New Zealand," Business Strategy and the Environment, Wiley Blackwell, vol. 24(7), pages 656-666, November.
    • Handle: RePEc:bla:bstrat:v:24:y:2015:i:7:p:656-666
    DOI: 10.1002/bse.1897
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    References listed on IDEAS

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    Cited by:

    1. Barbara Ribeiro & James A. Turner, 2021. "Sustainability Buckets: A Flexible Heuristic for Facilitating Strategic Investment on Place-Dependent Sustainability Narratives," Sustainability, MDPI, vol. 13(16), pages 1-18, August.
    2. Jeremy Morrow & Simon Mowatt, 2020. "The freedom within framework: A multilevel perspective on developing green capabilities through routines in service organisations," Business Strategy and the Environment, Wiley Blackwell, vol. 29(7), pages 2895-2907, November.
    3. Anette Hallin & Tina Karrbom‐Gustavsson & Peter Dobers, 2021. "Transition towards and of sustainability—Understanding sustainability as performative," Business Strategy and the Environment, Wiley Blackwell, vol. 30(4), pages 1948-1957, May.
    4. Gabriel Eweje, 2015. "Emerging Trends in CSR and Sustainability," Business Strategy and the Environment, Wiley Blackwell, vol. 24(7), pages 601-603, November.
    5. José María Agudo-Valiente & Concepción Garcés-Ayerbe & Manuel Salvador-Figueras, 2017. "Corporate Social Responsibility Drivers and Barriers According to Managers’ Perception; Evidence from Spanish Firms," Sustainability, MDPI, vol. 9(10), pages 1-24, October.

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