Organizations have viewed sustainability as a societal problem and unrelated to business. To recognize sustainability as an organizational issue requires companies to deal with the challenge of transforming into environmentally sustainable enterprises. This requires institutions to align mission statements with values. The purpose of this paper is to replicate previous research in sustainability and the cultural facets which impact the process.
A qualitative case study method was used to analyze 25 organizations within the US Midwest with various contexts to determine how their respective cultures impacted their change initiatives. Specifically, the authors spoke to sustainability change agents with regard to their leadership and culture, and the factors that are conducive to (or barriers to) implementing sustainability initiatives.
The original study demonstrated the presence of seven contextual conditions which are important in the process of imbedding sustainability within the institution. This research found the same dimensions to be present; however, they manifested differently 15 years later.
The original research offered a somewhat dark picture of the sustainability change initiatives within organizations. The current study however; offers a much more positive perspective which demonstrates organizations appear to have progressed with regard to sustainability.
This is a replication study whereby we discovered similar themes as to the nature of contextual factors that can hinder or advance sustainability initiatives; however, the findings 15 years later show a marked difference in the current state of affairs and the ability to implement sustainability initiatives.
