RT Article
T1 Driving Water Management Change Where Economic Incentive is Limited
JF Journal of business ethics
VO 132
IS 1
SP 73
OP 90
A1 Egan, Matthew
LA English
PB Springer Science + Business Media B. V
YR 2015
UL https://www.ixtheo.de/Record/1785655973
AB The maintenance of safe and reliable water supplies presents a challenge for communities across the world. This paper responds by exploring how five large food and beverage producing organisations operating in Australia were able to develop some focus on water management at a time of acute drought. Despite weak economic and regulatory drivers, a heterogeneous range of responses was developing across all five organisations. Drawing on Laughlin’s (Organ Stud 12(2):209–232, 1991) model of organisational change, we argue that each reshaped or developed archetypes and subsystems to enable a focus on improving efficiencies. Some were motivated by little more than compliance and so the extent of change was limited. A sense of community pressure was able to drive some change to interpretive schemes in two of the five organisations. Broad cultural change, supported by clear board level mandate, became critical to the survival of new practices. We also demonstrate that management level staff with a passion to champion water efficiency can be instrumental in driving change. This paper contributes to our understanding of water management, and to the factors needed to embed developing practice.
K1 Champions
K1 Organisational change
K1 Sustainability
K1 Water management
K1 Water efficiency
DO 10.1007/s10551-014-2309-2