Leveraging Organisational Culture for Sustainability

This chapter is not an exhaustive comparative study of organisational culture, but considers the phenomenon of implementation deficits. Organisational culture is a multidimensional field of research and practice. Multiple perspectives in the literature offer a richer understanding of the phenomenon; however, CEOs continue to complain about resistance to change, competing priorities, and resource constraints. Indeed, organisational culture should be treated as a behavioural process involving staff at all levels. For instance, staff who can operate across silos in their boundary-spanning roles are pivotal. They play a vital role in breaking down silos, which create blockages to the change journey and necessary performance attainment. By bridging internal and external boundaries, boundary spanners help organisations respond effectively to changing market conditions, customer needs, and competitive pressures. The Competing Values Framework has stood the test of time, with slight variations that can help leaders. Gamification strategies can help overcome cultural inertia; a table illustrates the salient relationship. SSM and organisational culture challenges are discussed to act as a conduit between the two concepts. Cultural issues in emerging regions, as seen through the lens of the Caribbean, help to overcome historical and structural legacies. The seven myths of organisational culture in sustainability strategy development Mini Case Study are based on consulting engagements. The Strategy Nugget on Patagonia, the sustainability champion, enables the reader to delve into its success.