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Organisational learning in contested environments: lessons from Brent Spar

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  • A Neale

Abstract

The Post–Altman model of corporate greening, with its focus on organisational learning as a key component in overcoming organisational barriers to environmental changes, is reviewed in relation to Shell's attempted deep sea disposal of Brent Spar in 1995. It is argued here that environmental innovation requires not only organisational learning but a capacity to collaborate with outsiders. Shell's failure to appreciate different perceptions of its Brent Spar proposals, and to develop the alliances that would have been needed to explore alternatives, resulted in costly damage to both its reputation and its European sales. The decision was reversed, and substantial organisational change took place, but as a result of external pressure rather than internal learning. Shell's experience raises significant issues for corporate greening, and particularly for companies seeking to improve environmental performance in contested environments. © 1997 John Wiley & Sons, Ltd and ERP Environment.

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  • A Neale, 1997. "Organisational learning in contested environments: lessons from Brent Spar," Business Strategy and the Environment, Wiley Blackwell, vol. 6(2), pages 93-103, May.
    • Handle: RePEc:bla:bstrat:v:6:y:1997:i:2:p:93-103
    DOI: 10.1002/(SICI)1099-0836(199705)6:23.0.CO;2-U
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    References listed on IDEAS

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    1. Joseph F. Porac & Howard Thomas & Charles Baden‐Fuller, 1989. "Competitive Groups As Cognitive Communities: The Case Of Scottish Knitwear Manufacturers," Journal of Management Studies, Wiley Blackwell, vol. 26(4), pages 397-416, July.
    2. Julie L. Hass, 1996. "Environmental (‘Green’) Management Typologies: An Evaluation, Operationalization And Empirical Development," Business Strategy and the Environment, Wiley Blackwell, vol. 5(2), pages 59-68, June.
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    Cited by:

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    2. Jenny Ählström & Niklas Egels‐Zandén, 2008. "The processes of defining corporate responsibility: a study of Swedish garment retailers' responsibility," Business Strategy and the Environment, Wiley Blackwell, vol. 17(4), pages 230-244, May.
    3. Mark Stubbs, 2000. "Action, knowledge and business–environment research: a case for grounded constitutive process theories and a sense of audience," Business Strategy and the Environment, Wiley Blackwell, vol. 9(1), pages 24-35, January.
    4. Verena Hermelingmeier & Timo von Wirth, 2021. "The nexus of business sustainability and organizational learning: A systematic literature review to identify key learning principles for business transformation," Business Strategy and the Environment, Wiley Blackwell, vol. 30(4), pages 1839-1851, May.
    5. Gunningham, Neil & Kagan, Robert & Thornton, Dorothy, 2002. "Social licence and environmental protection: why businesses go beyond compliance," LSE Research Online Documents on Economics 35990, London School of Economics and Political Science, LSE Library.
    6. Judith Petts, 2000. "The Regulator — Regulated Relationship and Environmental Protection: Perceptions in Small and Medium-Sized Enterprises," Environment and Planning C, , vol. 18(2), pages 191-206, April.
    7. Judith Petts & Andrew Herd & Simon Gerrard & Chris Horne, 1999. "The climate and culture of environmental compliance within SMEs," Business Strategy and the Environment, Wiley Blackwell, vol. 8(1), pages 14-30, January.
    8. Eric Neumayer & Richard Perkins, 2004. "What Explains the Uneven Take-Up of ISO 14001 at the Global Level? A Panel-Data Analysis," Environment and Planning A, , vol. 36(5), pages 823-839, May.

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