Sustainable development: legitimisation to internalisation. (1st January 2014)

• Record Type: Journal Article
• Authors: Whitehead, Kimberly K.
• Is Part Of: International journal of sustainable strategic management. Volume 4:Number 3(2014)
• Page Start: 247
• Page End: 263
• Publication Date: 2014-01-01
• Subjects: sustainable development -- legitimacy -- legitimisation -- internalisation -- sustainability -- organisational strategy -- environmental strategy -- triple bottom line -- sustainable strategic management; Organizational effectiveness -- Periodicals; Organizational effectiveness -- Strategic planning -- Periodicals; Organizational change -- Strategic planning -- Periodicals; Organization -- Sustainable development -- Periodicals; 658.401205
• Languages: English
• ISSNs: 1753-3600

Abstract

The recent flurry of sustainable development activity gives researchers an unparalleled opportunity to explore a sweeping societal phenomenon and its complex implications to the firm. This paper addresses the factors that contribute to intrafirm complexity such that they inhibit the execution of sustainable development initiatives. Unlike other papers, this research goes beyond simply analysing the adoption of sustainable development. This paper uses the perspective and actions of individuals to address the barriers that forestall the execution of sustainable development initiatives in the day-to-day operations of the firm. Through the application of the legitimacy judgment cycle, the paper develops nine propositions that address these barriers. Using published case studies for illustration and support, this paper provides researchers propositions that can be studied empirically and provides practitioners managerial implications that can assist in the day-to-day operations of the firm.