Jennifer Howard-Grenville has put together a timely and sparkling narrative of environmental advocacy within a highly successful, well managed and technically sophisticated organization. Corporate Culture and Environmental Practice is rich in ethnographic detail and wonderfully telling of the struggles structurally marginalized environmental specialists take part in when trying to balance immediate cost, schedule and production targets with long-term social and environmental risks. A blend of Mary Douglas, Karl Weick and Charles Perrow, this is a must read for students of organizations as well as the rest of us who worry about the fate of the planet. John Van Maanen, Massachusetts Institute of Technology, US Jennifer Howard-Grenville has hit the nail on the head technology is not the cause of our environmental problems; culture is. In Corporate Culture and Environmental Practice, she deftly shows us that the norms and practices that guide the way we think about our relationship with the natural environment are the critical point at which to understand the development of the technologies that facilitate that interface. Written from first-hand experiences, this book is a thoughtful and revealing glimpse into the culture of a company that only an accomplished organizational scholar can provide. Andrew J. Hoffman, University of Michigan, US Corporate Culture and Environmental Practice is an outstanding study that looks inside a firm to understand conditions under which it adopted superior environmental practices. It makes a persuasive case for not modeling firms as unitary actors. This careful and well-written study will be useful to both environmental policy scholars and practitioners. Aseem Prakash, University of Washington, US This book breaks new ground in understanding the generally difficult process of selling peripheral, in this case, environmental or sustainability initiatives to the mainstream culture of a firm. To those who seek to be change agents, it offers powerful ideas toward success for such intentions. But this book is not only for those on the outside of the mainstream; it offers lessons for anyone seeking change, even at the top. John R. Ehrenfeld, former Director, MIT Technology, Business, and Environment Program, US Although much has been written about how corporations deal with environmental problems, few books delve into the inner-workings of a company seeking to deal with environmental demands as deeply as Corporate Culture and Environmental Practice. Through first-hand observation, Howard-Grenville provides unique insights into the cultural factors that shape environmental management decisions in a major semiconductor manufacturing firm. By analyzing those decisions through a framework that relates internal and external factors, she provides a new cultural perspective on corporate environmental practices that should be of strong interest to both business leaders and students of corporate environmental management. Dennis A. Rondinelli, University of North Carolina-Chapel Hill and Duke University, US Culture patterns of meaning and associated actions speaks volumes about what matters and what doesn t. Jennifer Howard-Grenville s study describes how corporate culture enables organizational change in some instances, or blocks it in others. As the need for corporate response to increasingly vital environmental issues looms more important, we need change models to help companies adapt to new realities. This study is vital 0reading for scholars and practitioners who care about the future. Jim Post, Boston University, US I found the writing style very engaging. The author writes clearly and with little jargon. She makes the technology come alive and gives a feel for elements that might be very complex in the hands of another writer. Alfred Marcus, University of Minnesota, US This innovative book explores from an insider s perspective a company s environmental decisions and actions. Based on clo

The second book in a series looking at management techniques which could be implemented by a business in order to improve its environmental performance, this text identifies the best practices and examines the key tools within the framework of corporate environmental management. Richard Welford and contributors explore the various organizational and cultural concepts which firmly place the corporate environmental management agenda within the human dimension.

Effective, sustainable cultural change requires evolution, not disruption The Corporate Culture Survival Guide is the essential primer and practical guide every organization needs. Corporate culture pioneer Edgar H. Schein breaks the concept of 'culture' down into real terms, delving into the behaviors, values, and shared assumptions that define it, and explains why culture is the central factor in an organization's success—or failure. This new third edition is designed specifically for practitioners needing to apply these practices in real-world settings, and has been updated with new coverage of globalization, technology, and managerial competencies. You'll learn how to get past subconscious bias to assess whether or not your existing culture truly serves your organization, and how to introduce change and manage the change process over time for a best-case-scenario outcome. Case studies illustrate successful change in real companies, providing models and setting the bar for dismantling dysfunctional cultures. Corporate culture begins with the founder, and evolves—or not—over time. Is your culture working for or against your organization? How can it be optimized? This book separates the truth from the nonsense to provide real-world guidance on initiating and managing cultural change. Understand when to assess your culture, and how to do it objectively Learn how cultures evolve and change over time, for better or worse Discover the reality of multiculturalism amidst the rise of globalization Evolve your culture to more effectively serve your organization Each of us is a part of many cultures—what you do, where you live, where you grew up, what you enjoy, how you live; in the workplace, many different people with many different cultures come together toward a common goal—will these cultures clash or synergize? The Corporate Culture Survival Guide shows you how to create an overarching corporate culture that gets everyone on the same page to drive your organization's success.

In today's global landscape, the need for environmental sustainability is increasing than ever. Organizations find themselves at a crossroads, navigating the intricate web of economic viability, social responsibility, and ecological integrity. The nexus of Human Resource Management (HRM) and Organizational Culture emerges as a critical juncture where transformative change can take root. As businesses grapple with the multifaceted challenges posed by sustainability, a solution-oriented guide is needed to help them reimagine their roles and foster a culture that places environmental well-being at its core. The urgent need for organizations to align HRM practices with environmental sustainability and cultivate a purpose-driven culture is palpable. In this complex terrain, a lack of guidance leaves stakeholders grappling with the intricacies of weaving sustainability into the fabric of their operations. The consequences of overlooking this critical intersection are dire—environmental degradation, disengaged employees, and a missed opportunity for businesses to lead the charge in building a sustainable future. The need for a comprehensive resource that addresses these challenges head-on, providing actionable insights and strategies, is paramount.

CORPORATE CULTURE A Baldrige-based Assessment for Creating a Dynamic Workplace Environment Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Culture is rooted in an organization's goals, strategies, structure, and approaches to employees, customers, investors, and the greater community. Culture is an essential component for any organization's ultimate success or failure. Corporate culture by definition affects an organization's operations and flows from management downward and outward. In many organizations the "culture" was set very early based on the charismatic activity and leadership of a founder. But as major tendencies and activities become deeply institutionalized, corporate culture becomes an institutional habit that newcomers acquire. In actual practice "reinventing" the organization from the top down, therefore, it is difficult to achieve, takes time, and happens only under strong leadership. This manual will be extremely useful in helping an organization to assess and gauge their overall corporate culture. The alignment of the Baldrige Performance Excellence Criteria with corporate culture planning provides a unique assessment methodology for an organization to gauge corporate culture practices. The Baldrige Criteria for Performance Excellence has been recognized as an international "best practice" initiative for organizations to use to assess and to ensure that their corporate culture practices are both sustainable and competitive in the global marketplace. Use of this Manual can also be very helpful for any organization that is planning to apply for a "Best Place To Work/Employer of Choice" Award recognition and/or Fortune Magazine's 100 Best Companies to Work For" that is conducted and administered by the Great Place to Work Institute in San Francisco, CA. About the Author: Donald C. Fisher, Ph.D., is Executive Director/CEO of the Mid-South Quality/ Productivity Center - The Quality Center, a partnership between The Greater Memphis Chamber and Southwest Tennessee Community College and a Center of Quality Emphasis for The Tennessee Board of Regents (TBR) in Memphis, Tennessee. He has presented the Malcolm Baldrige Award Criteria to and consulted with numerous types of organizations in the United States and internationally to help them use the criteria as a model for their own improvement. He is a consummate expert on the Baldrige Award, having served as a Baldrige examiner and judge for city, state and international Baldrige-based awards throughout his career, authored several books, and assessed quality performance based on its criteria for more than 170 leading organizations worldwide. Fisher earned his Ph.D. from the University of Mississippi.

As the 21st century advances, the global challenges and consequences posed by climate change are becoming increasingly apparent. Although organisations are considered significant contributors to climate change, they also have the potential to affect it positively through their employees. As a result, understanding how employees' pro-environmental initiatives can positively affect climate change has increasingly become the focus of inquiry among researchers. In this book a number of researchers review leading research in different areas of organisational environmental sustainability.

Do corporate culture and leadership contribute to a firm's success? And if so, how? How can a company create and develop its corporate culture to compete successfully over the long term? Answers to these questions emerge in case studies of the business practices of six long-established and world-renowned companies: the BMW Group, Deutsche Lufthansa, Grundfos, Henkel, Hilti and Novo Nordisk. In a project initiated by the Bertelsmann Stiftung, researchers investigated these firms and analyzed the central characteristics of corporate success from a culture perspective. The case studies render a detailed picture of each firm's distinctive corporate culture and the factors that shape it. Based on these examples, Sonja A. Sackmann has identified concrete strategies and practices that illustrate how a company's management can make a significant contribution toward developing a dialogue-oriented corporate culture that supports a firm's viability. The appendix provides a checklist for readers who want to develop their firm's culture and practice culturally aware management.

The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm. No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts.

This guide to corporate environmental management explores the various organisational and cultural concepts which firmly place the corporate environmental management agenda within the human dimension.