Table 5. Managerial coping strategies of... | Emerald Publishing

Table 5.

Managerial coping strategies of Austrian EUC

Coping strategies for SM	Interview excerpts
Awareness	IP12: "What we discuss here is for someone at the power plant - they question, what’s going on. It is a matter of awareness."
	IP10: "Important is the creation of awareness and education. There are many compliance regulations and trainings for the departments. Sometimes even tests. Creating awareness, education and training are important communication tools."
	IP8: "But actually, awareness does not come from a single online-training but from talking to each other and living and showing it. […] but it helps me to bring it into awareness. Like your interview-guideline regarding sustainability helped me a lot, because suddenly things have to be clearly formulated. […] If someone tells me I have to cut 10% of my budget than I do not considered that a sustainability goal. That is why its hard to differentiate […] because we are not aware th at we do that every day anyway."
	IP1: "Our employees already act sustainable and think in many areas very sustainable, but they are not aware of it."
	IP2: "I belief training and creating awareness is very important and we have had very good experiences with that."
	IP3: "[…] besides tight regulation we go voluntarily beyond that. Where ever you look, we do that, if economically justifiable, and of course build awareness for it."
	IP5: "Each employee gets a little notebook or a magic cube where the core values are communicated and even a game was created where core values are brought closer to employees."
Bridging actors	IP2: "[…] additionally (to SM), we have a sustainability-work-team as operative committee, […] experts on the operational level from every corporate subsidiary."
	IP4: "[…] it is my dutiy to make sure (to embed sustainability on the operative level comprehensively) and to work on it somwhow."
	IP10: "This is top-down and bottom-up. This is actually the bridge […] to link the sustainability goals."
	IP11: "exactly, there we have to build a bridge, the sustainability department with our dashboard and the aggregation with sustainability goals."
	IP12: "The idea was, to have a top-management-system to inform others top-down and bottom-up. […] The sustainability representative manages that system […] and keeps the system running."
	IP9: "Yes, I think it is important that we focus […] on social sustainability, and again and again as catalyst to the management-board."
Internal/external Audits	IP12: "it is the idea that management systems are managed on-site, via a system-representative. And supported are these from someone like me who has the external perspective. […] It is not easy to chan ge something internally, thus it helps, if someone (external) says: that’s how you need to do it. […] This is my position, I am directly operatively involved in SM. […] I make a lot of internal audits. […] We strictly separate auditor-dutie s and SM, hence, I am not a SM-designer, but I have the overview from outside."
	IP8: "We have a very broad pool of (internal) auditors across all areas, who audit vice versa. […] This means, someone from another area audits my area regularly, where processes are scrutinized with an external view. This is part of the QSU -system, it does not work without it. […] tying the audits strongly to the QSU management system […] Just the reminder (of goals) - some changes in processes, optimizations, adjustments […] otherwise we will not receive the certificate. [\ el\] in aspect of a continuous thought for improvements we have once a year an external audit."
	IP5: "We look, of course […] into carbon emissions. How are the measurements in our house and for that we have audits. There we have indicators. Yes, we look at carbon emissions, environmental indicators, we have that."
	IP9: " we have a separate (internal) audit-process and […] is only given (to external audits) if everything is met (complied with). […] meaning, it is confirmed by some public institution. Also for data protection we have internal audits by now, where the data protection processes are evaluated/audited, what has been implemented."
	IP11: "We have internal and external audits. […] It is a bottom-up communication. […] The control mechanisms are, I belief, our CR-management system. The ONR certificate […] is the biggest leverage for us. Because once you have a certi ficate, we can refer to the auditors who say that they will take the certificate from us if we do not perform […] we can build-up some pressure […] for demanded ratings and money. […] this is within the frame of our management system […] . We have internal (audits) evaluate that and are then ready for external (audits). […] It is the first (internal) step of control […] and we can improve and adjust and get ready for the external audits another step of control."

Coping strategies for SM	Interview excerpts
Awareness	IP12: "What we discuss here is for someone at the power plant - they question, what’s going on. It is a matter of awareness."
	IP10: "Important is the creation of awareness and education. There are many compliance regulations and trainings for the departments. Sometimes even tests. Creating awareness, education and training are important communication tools."
	IP8: "But actually, awareness does not come from a single online-training but from talking to each other and living and showing it. […] but it helps me to bring it into awareness. Like your interview-guideline regarding sustainability helped me a lot, because suddenly things have to be clearly formulated. […] If someone tells me I have to cut 10% of my budget than I do not considered that a sustainability goal. That is why its hard to differentiate […] because we are not aware th at we do that every day anyway."
	IP1: "Our employees already act sustainable and think in many areas very sustainable, but they are not aware of it."
	IP2: "I belief training and creating awareness is very important and we have had very good experiences with that."
	IP3: "[…] besides tight regulation we go voluntarily beyond that. Where ever you look, we do that, if economically justifiable, and of course build awareness for it."
	IP5: "Each employee gets a little notebook or a magic cube where the core values are communicated and even a game was created where core values are brought closer to employees."
Bridging actors	IP2: "[…] additionally (to SM), we have a sustainability-work-team as operative committee, […] experts on the operational level from every corporate subsidiary."
	IP4: "[…] it is my dutiy to make sure (to embed sustainability on the operative level comprehensively) and to work on it somwhow."
	IP10: "This is top-down and bottom-up. This is actually the bridge […] to link the sustainability goals."
	IP11: "exactly, there we have to build a bridge, the sustainability department with our dashboard and the aggregation with sustainability goals."
	IP12: "The idea was, to have a top-management-system to inform others top-down and bottom-up. […] The sustainability representative manages that system […] and keeps the system running."
	IP9: "Yes, I think it is important that we focus […] on social sustainability, and again and again as catalyst to the management-board."
Internal/external Audits	IP12: "it is the idea that management systems are managed on-site, via a system-representative. And supported are these from someone like me who has the external perspective. […] It is not easy to chan ge something internally, thus it helps, if someone (external) says: that’s how you need to do it. […] This is my position, I am directly operatively involved in SM. […] I make a lot of internal audits. […] We strictly separate auditor-dutie s and SM, hence, I am not a SM-designer, but I have the overview from outside."
	IP8: "We have a very broad pool of (internal) auditors across all areas, who audit vice versa. […] This means, someone from another area audits my area regularly, where processes are scrutinized with an external view. This is part of the QSU -system, it does not work without it. […] tying the audits strongly to the QSU management system […] Just the reminder (of goals) - some changes in processes, optimizations, adjustments […] otherwise we will not receive the certificate. [\ el\] in aspect of a continuous thought for improvements we have once a year an external audit."
	IP5: "We look, of course […] into carbon emissions. How are the measurements in our house and for that we have audits. There we have indicators. Yes, we look at carbon emissions, environmental indicators, we have that."
	IP9: " we have a separate (internal) audit-process and […] is only given (to external audits) if everything is met (complied with). […] meaning, it is confirmed by some public institution. Also for data protection we have internal audits by now, where the data protection processes are evaluated/audited, what has been implemented."
	IP11: "We have internal and external audits. […] It is a bottom-up communication. […] The control mechanisms are, I belief, our CR-management system. The ONR certificate […] is the biggest leverage for us. Because once you have a certi ficate, we can refer to the auditors who say that they will take the certificate from us if we do not perform […] we can build-up some pressure […] for demanded ratings and money. […] this is within the frame of our management system […] . We have internal (audits) evaluate that and are then ready for external (audits). […] It is the first (internal) step of control […] and we can improve and adjust and get ready for the external audits another step of control."