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Organisational resistance to ecological footprinting

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  • Crawford Spence

Abstract

This paper explores organisational resistance to more comprehensive sustainability reporting in the form of ecological footprinting. On the basis of a series of interviews with Corporate Social Responsibility (CSR) Managers in the UK, a number of barriers were identified for ecological footprinting at the organisational level: the cost and resource constraints involved; the perceived low utility of the ecological footprint in helping to manage key organisational impacts; and a concern that the ecological footprint would not show the 'right picture'. These constraints, which constitute different manifestations of a business case, provide evidence for the limits which the business case imposes on corporate responsibility and accountability.

Suggested Citation

  • Crawford Spence, 2009. "Organisational resistance to ecological footprinting," International Journal of Management Concepts and Philosophy, Inderscience Enterprises Ltd, vol. 3(4), pages 362-377.
    • Handle: RePEc:ids:ijmcph:v:3:y:2009:i:4:p:362-377
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