The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem.

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Date: Wntr-Spring 2021
From: The Journal of Values-Based Leadership(Vol. 14, Issue 1)
Publisher: The Lutheran University Association, Inc., dba Valparaiso University
Document Type: Article
Length: 12,889 words
Lexile Measure: 1250L

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Abstract :

This study explores the processes of establishing a green organizational climate in small-scale companies. Previous studies have primarily focused on factors associated with pro-environmental behaviour in large organizations. The role of a green organizational climate--specifically, the interactional processes involved in the construction of a green climate--has largely been unexplored. Entrepreneurial small companies constitute an ideal arena within which to study the initial phase of greening processes. The present study examined the process of establishing a green organizational climate in seven small-scale Norwegian companies. This article presents a systems model that was developed to analyse how processes at different levels interact in the shaping of the green climate. The design was a longitudinal mixed-methods approach, consisting of focus-group interviews conducted in the field, a questionnaire, and follow-up interviews with the leaders. Findings indicate that the construction of a green climate had a strong, practise-based approach. The company founders were driven by environmental values; they sparked the initial green measures, influenced the employees--directly and indirectly--and also invited dialogue around and co-construction of the green climate. Frequent face-to-face interactions within the microsystem of the leaders/employees were decisive to the development of the green climate. The present study contributes to the understanding of the process of greening an organization: specifically, how green practice relates to the construction of a shared green climate. Contrary to previous research and theorizing, this study indicates that it is possible to "go green" without a superordinate green strategy.

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Gale Document Number: GALE|A647703581