Special Issue "Organizational Sustainability: Theory, Culture, and Practice"
A special issue of Sustainability (ISSN 2071-1050).
Deadline for manuscript submissions: 1 April 2019
Sustainability—commonly defined as meeting the needs of the present without compromising the ability of future generations to meet their needs [1–3]—is an issue of concern to many organizations, including for-profit businesses, not-for-profit charities and foundations, cooperative organizations, hybrid organizations seeking a blend of purpose and profit, and governmental and quasi-governmental agencies, among others.
One key way organizations contribute to sustainability—for better or worse—is through their practices. Past research has considered a wide variety of organizational practices, such as sustainability reporting , various labor practices , the role sustainability certifications [6,7], and the effects of temporal and discursive understandings on responses to climate change [8,9], to name just a few. Other research has emphasized the importance of cultural factors, including institutional pressures, regulatory changes, social movements, and media pressure [10–14]. Others have approached the question of organizational sustainability in terms of entrepreneurial efforts [15,16] and technological innovations [17,18]. Looking beyond their own boundaries, scholars have begun to examine how organizations can contribute to solving so-called grand challenges, such as poverty, hunger, water scarcity, inequality and so forth [19–21]. Picking up on these themes, this Special Issue welcomes both theoretical and empirical papers that advance our understanding of organizational sustainability.
Dr. Joel Gehman
Dr. Lianne M. Lefsrud
- Kuhlman, T.; Farrington, J. What is Sustainability? Sustainability 2010, 2, 3436–3448, doi:10.3390/su2113436.
- Garud, R.; Gehman, J. Metatheoretical perspectives on sustainability journeys: Evolutionary, relational and durational. Res. Policy 2012, 41, 980–995.
- World Commission on Environment and Development Our Common Future; Oxford University Press: New York, NY, USA, 1987.
- Etzion, D.; Ferraro, F. The role of analogy in the institutionalization of sustainability reporting. Organ. Sci. 2010, 21, 1092–1107, doi:10.1287/orsc.1090.0494.
- Storey, K. Fly-in/Fly-out: Implications for Community Sustainability. Sustainability 2010, 2, 1161–1181, doi:10.3390/su2051161.
- Carlos, W. C.; Lewis, B.W. Strategic Silence: Withholding Certification Status as a Hypocrisy Avoidance Tactic. Adm. Sci. Q. 2017, 0001839217695089, doi:10.1177/0001839217695089.
- Gehman, J.; Grimes, M. Hidden Badge of Honor: How Contextual Distinctiveness Affects Category Promotion among Certified B Corporations. Acad. Manage. J. 2017, 60, 2294–2320, doi:10.5465/amj.2015.0416.
- Lefsrud, L. M.; Meyer, R. E. Science or Science Fiction? Professionals’ Discursive Construction of Climate Change. Organ. Stud. 2012, 33, 1477–1506, doi:10.1177/0170840612463317.
- Slawinski, N.; Bansal, P. A Matter of Time: The Temporal Perspectives of Organizational Responses to Climate Change. Organ. Stud. 2012, 33, 1537–1563, doi:10.1177/0170840612463319.
- Bansal, P. Evolving sustainably: A longitudinal study of corporate sustainable development. Strateg. Manag. J. 2005, 26, 197–218, doi:10.1002/smj.441.
- Hoffman, A.J. From heresy to dogma: An Institutional History of Corporate Environmentalism; Stanford University Press: Stanford, CA, USA, 2001; Vol. Expanded; ISBN 0001-4273.
- Jennings, P.D.; Zandbergen, P.A. Ecologically sustainable organizations: An institutional approach. Acad. Manage. Rev. 1995, 20, 1015–1052.
- Lounsbury, M. Institutional sources of practice variation: Staffing college and university recycling programs. Adm. Sci. Q. 2001, 46, 29–56.
- Doshi, A.R.; Dowell, G.W.S.; Toffel, M.W. How Firms Respond to Mandatory Information Disclosure. Strateg. Manag. J. 2013, 34, 1209–1231, doi:10.1002/smj.2055.
- York, J.G.; Lenox, M.J. Exploring the sociocultural determinants of de novo versus de alio entry in emerging industries. Strateg. Manag. J. 2014, 35, 1930–1951, doi:10.1002/smj.2187.
- Miller, T.L.; Grimes, M.G.; McMullen, J.S.; Vogus, T.J. Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship. Acad. Manage. Rev. 2012, 37, 616–640, doi:10.5465/amr.2010.0456.
- Kapoor, R.; Furr, N.R. Complementarities and Competition: Unpacking the Drivers of Entrants’ Technology Choices in the Solar Photovoltaic Industry. Strateg. Manag. J. 2015, 36, 416–436, doi:10.1002/smj.2223.
- Hargadon, A. Sustainable Innovation: Build Your Company’s Capacity to Change the World; Stanford University Press: Stanford, CA, USA, 2015; ISBN 978-0-8047-9502-9.
- Ferraro, F.; Etzion, D.; Gehman, J. Tackling grand challenges pragmatically: Robust action revisited. Organ. Stud. 2015, 36, 363–390, doi:10.1177/0170840614563742.
- George, G.; Howard-Grenville, J.; Joshi, A.; Tihanyi, L. Understanding and tackling societal grand challenges through management research. Acad. Manage. J. 2016, 59, 1880–1895, doi:10.5465/amj.2016.4007.
- Gehman, J.; Lounsbury, M.; Greenwood, R. How Institutions Matter: From the Micro Foundations of Institutional Impacts to the Macro Consequences of Institutional Arrangements. In How Institutions Matter!; Gehman, J., Lounsbury, M., Greenwood, R., Eds.; Research in the Sociology of Organizations; Emerald Group Publishing Limited: Bingley, UK, 2016; Vol. 48A, pp. 1–34.
Manuscript Submission Information
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- organization theory
- entrepreneurship and innovation
- grand challenges