Remember Me
Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:

OpenAIRE is about to release its new face with lots of new content and services.
During September, you may notice downtime in services, while some functionalities (e.g. user registration, login, validation, claiming) will be temporarily disabled.
We apologize for the inconvenience, please stay tuned!
For further information please contact helpdesk[at]openaire.eu

fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Lozano, Rodrigo
Languages: English
Types: Doctoral thesis
Sustainability has appeared as an alternative to development models prioritising economic activities to the exclusion of the environmental and social dimensions. It aims to produce a dynamic balance among economic, environmental and social aspects, and the time dimension. This thesis focuses on large corporations, which are increasingly recognised as having the potential to help societies become more Sustainability orientated. A variety of corporate efforts, (such as Life Cycle Assessment, Eco-efficiency, and Corporate Social Responsibility), are being used to incorporate Sustainability principles into company activities. Nonetheless, in many cases these efforts have been limited by their focus on a particular Sustainability issue, 'hard' technocentric solutions, or not being effectively integrated into organisational change processes. Corporate Sustainability (CS) has recently emerged as an alternative to address, or avoid, such drawbacks. This research aims to 'Orchestrate' organisational change to incorporate and institutionalize CS. This is accomplished in four 'movements': Firstly, gathering and integrating the literature review results, three case studies, and interviews with experts. Secondly, applying tools to the data to identify and understand CS drivers, barriers to change, and strategies to overcome the barriers. Thirdly, using innovative methods in the context of CS, to investigate the nature of planned CS change. Fourthly, integrating, with the help of Grounded Theory, the findings from the literature review, case studies, and interviews. The 'Orchestration' focuses on helping the move from the status quo to a more Sustainability oriented state, in an iterative process, where CS drivers promote change. The drivers' efficacy may be disrupted, or blocked, by barriers to change. The use of appropriate strategies is essential to overcome the barriers throughout the organisation, and the associated attitudes. Leadership plays a key role in initiating these changes, while making CS part of the institutional framework, helping to maintain stability, and facilitate CS institutionalization.

Share - Bookmark

Cite this article

Cookies make it easier for us to provide you with our services. With the usage of our services you permit us to use cookies.
More information Ok