dc.contributor.author | Flagstad, Ingeborg Olsdatter Busterud | |
dc.contributor.author | Johnsen, Svein Åge Kjøs | |
dc.contributor.author | Rydstedt, Leif W | |
dc.date.accessioned | 2022-06-29T06:20:27Z | |
dc.date.available | 2022-06-29T06:20:27Z | |
dc.date.created | 2020-12-21T11:42:43Z | |
dc.date.issued | 2021 | |
dc.identifier.issn | 2153-019X | |
dc.identifier.uri | https://hdl.handle.net/11250/3001406 | |
dc.description.abstract | This study explores the processes of establishing a green organizational climate in small-scale companies. Previous studies have primarily focused on factors associated with pro-environmental behaviour in large organizations. The role of a green organizational climate—specifically, the interactional processes involved in the construction of a green climate—has largely been unexplored. Entrepreneurial small companies constitute an ideal arena in which to study the initial phase of greening processes. The present study examined the process of establishing a green organizational climate in seven small-scale Norwegian companies. This article presents a systems model that was developed to analyse how processes at different levels interact in the shaping of the green climate. The design was a longitudinal mixed-methods approach, consisting of focus-group interviews conducted in the field, a questionnaire and follow-up interviews with the leaders. Findings indicate that the construction of a green climate had a strong practise-based approach. The company founders were driven by environmental values; they sparked the initial green measures, influenced the employees—directly and indirectly—and also invited dialogue around and co-construction of the green climate. Frequent face-to-face interactions within the microsystem of the leaders/employees were decisive to the development of the green climate. The present study contributes to the understanding of the process of greening an organization: specifically, how green practice relates to the construction of a shared green climate. Contrary to previous research and theorizing, this study indicates that it is possible to “go green” without a superordinate green strategy. | |
dc.language.iso | eng | |
dc.relation.uri | https://scholar.valpo.edu/jvbl/vol14/iss1/5/ | |
dc.subject | Miljøpsykologi | |
dc.subject | Environmental psykology | |
dc.title | The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem | |
dc.type | Peer reviewed | |
dc.type | Journal article | |
dc.description.version | publishedVersion | |
dc.subject.nsi | VDP::Organisasjonspsykologi: 268 | |
dc.subject.nsi | VDP::Organisational psychology: 268 | |
dc.subject.nsi | VDP::Organisasjonspsykologi: 268 | |
dc.subject.nsi | VDP::Organisational psychology: 268 | |
dc.subject.nsi | VDP::Organisasjonspsykologi: 268 | |
dc.subject.nsi | VDP::Organisational psychology: 268 | |
dc.subject.nsi | VDP::Organisasjonspsykologi: 268 | |
dc.subject.nsi | VDP::Organisational psychology: 268 | |
dc.source.volume | 14 | |
dc.source.journal | The Journal of Values Based Leadership | |
dc.source.issue | 1 | |
dc.identifier.cristin | 1862269 | |
cristin.ispublished | true | |
cristin.fulltext | original | |
cristin.qualitycode | 1 | |