TY - JOUR
T1 - Change agent sensemaking for sustainability in a multinational subsidiary
AU - van der Heijden, A.J.W.
AU - Cramer, J.M.
AU - Driessen, P.P.J.
PY - 2012
Y1 - 2012
N2 - Purpose – This paper seeks to improve the understanding of implementation processes that achieve corporate sustainability by providing explanatory knowledge about the role of change agents from a sensemaking perspective. The paper also aims to focus on the sustainability efforts of change agents in a multinational carpet tile manufacturer.
Design/methodology/approach – The theoretical perspective of the paper is based on the concepts of sensemaking and emergent change. The paper examines sustainability sensemaking in the Dutch subsidiary of the US-based carpet tile manufacturer Interface over a period of ten years (2000-2010).
Findings – The findings show that embedding sustainability by change agents is typically an emergent change process that consists of small steps and is not predictable.
Research limitations/implications – This paper focuses on the emergent, unpredictable aspects of change. More research is needed on processes of adapting the general concept of sustainability to local organisational contexts.
Originality/value – The paper examines sustainability sensemaking by change agents in one organisation.
Keywords Sustainable development, Organizational change, Change management,
United States of America, The Netherlands, Emergent strategy
AB - Purpose – This paper seeks to improve the understanding of implementation processes that achieve corporate sustainability by providing explanatory knowledge about the role of change agents from a sensemaking perspective. The paper also aims to focus on the sustainability efforts of change agents in a multinational carpet tile manufacturer.
Design/methodology/approach – The theoretical perspective of the paper is based on the concepts of sensemaking and emergent change. The paper examines sustainability sensemaking in the Dutch subsidiary of the US-based carpet tile manufacturer Interface over a period of ten years (2000-2010).
Findings – The findings show that embedding sustainability by change agents is typically an emergent change process that consists of small steps and is not predictable.
Research limitations/implications – This paper focuses on the emergent, unpredictable aspects of change. More research is needed on processes of adapting the general concept of sustainability to local organisational contexts.
Originality/value – The paper examines sustainability sensemaking by change agents in one organisation.
Keywords Sustainable development, Organizational change, Change management,
United States of America, The Netherlands, Emergent strategy
U2 - 10.1108/09534811211239218
DO - 10.1108/09534811211239218
M3 - Article
SN - 0953-4814
VL - 25
SP - 535
EP - 559
JO - Journal of Organizational Change Management
JF - Journal of Organizational Change Management
IS - 4
ER -