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Pioneering descriptions of corporate greening: Notes and doubts on the emerging discussion

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  • Keijo Räsänen
  • Susan Meriläinen
  • Raimo Lovio

Abstract

This article reviews the emerging discussion on corporate greening. The pioneering authors are found to have drawn on a number of perspectives in their descriptions of the greening process. Their views emphasise the choice of an environmental strategy, reform in management systems, organisational change, cultural change and institutional change. In spite of this conceptual diversity, the first accounts almost unanimously assume that greening will be, and should be, a top‐down process starting from the top management and being implemented through formal measures. This article suggest that these assumptions should be relaxed and both empirical research and managerial practice should be receptive to other varieties of greening, too. In particular, informal and autonomous bottom‐up processes may be very important in such a fundamental transition which greening may in some cases prove to be. This argument is based conceptually on an institutional view on the logics of managerial action, and empirically on studies in other fields of managerial work and on a case study of environmental management in a Finnish chemicals company.

Suggested Citation

  • Keijo Räsänen & Susan Meriläinen & Raimo Lovio, 1994. "Pioneering descriptions of corporate greening: Notes and doubts on the emerging discussion," Business Strategy and the Environment, Wiley Blackwell, vol. 3(4), pages 9-16.
    • Handle: RePEc:bla:bstrat:v:3:y:1994:i:4:p:9-16
    DOI: 10.1002/bse.3280030402
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    1. Richard Welford, 1992. "Linking quality and the environment: A strategy for the implementation of environmental management systems," Business Strategy and the Environment, Wiley Blackwell, vol. 1(1), pages 25-34, March.
    2. Denis Smith, 1992. "Strategic management and the business environment: What lies beyond the rhetoric of greening?," Business Strategy and the Environment, Wiley Blackwell, vol. 1(1), pages 1-9, March.
    3. Frank Blackler, 1993. "Knowledge And The Theory Of Organizations: Organizations As Activity Systems And The Reframing Of Management," Journal of Management Studies, Wiley Blackwell, vol. 30(6), pages 863-884, November.
    4. Geoff Taylor, 1993. "An integrated systems approach to environmental management: A case study of IBM UK," Business Strategy and the Environment, Wiley Blackwell, vol. 2(3), pages 1-11, September.
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    Cited by:

    1. Mark Stubbs, 2000. "Action, knowledge and business–environment research: a case for grounded constitutive process theories and a sense of audience," Business Strategy and the Environment, Wiley Blackwell, vol. 9(1), pages 24-35, January.
    2. Louise Canning & Stuart Hanmer‐Lloyd, 2001. "Managing the environmental adaptation process in supplier–customer relationships," Business Strategy and the Environment, Wiley Blackwell, vol. 10(4), pages 225-237, July.
    3. Peter Dobers & Rolf Wolff, 2000. "Competing with ‘soft’ issues – from managing the environment to sustainable business strategies," Business Strategy and the Environment, Wiley Blackwell, vol. 9(3), pages 143-150, May.

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