Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics
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Date
Authors
Joseph, Jay
Orlitzky, Marc
Gurd, Bruce
Borland, Helen
Lindgreen, Adam
Journal Title
Journal ISSN
Volume Title
Publisher
Wiley
Abstract
This qualitative study investigates whether the views of managers need to be congruent with the corporate sustainability (CS) logics—either integrative or instrumental—of their employing organization. We assessed the CS performance of 25 organizations within the Australian forestry and wood products industry and analyzed the CS orientations of 32 senior managers within these companies to explore whether their individual CS views were consistent with organizational CS logics. The findings indicate that, in general, better performing organizations are led by managers that hold the integrative view, whereas poorer performing organizations are more likely to have managers with an instrumental view of CS. Nonetheless, there were noteworthy exceptions to this conclusion. The findings indicate that, under certain industry conditions, managers who hold an instrumental view may be able to generate ecological and social organizational outcomes that are at least equal to those produced by integrative managers
Description
Keywords
Corporate sustainability, Environmental management, Instrumental view, Integrative view, Leadership, Sustainable development
Sustainable Development Goals
Citation
Joseph J, Orlitzky M, Gurd B, Borland H, Lindgreen A. Can business‐oriented managers be effective leaders for corporate sustainability? A study of integrative and instrumental logics. Business Strategy and the Environment. 2019;28:339–352.. https://doi.org/10.1002/bse.2238.