Conceptualizing the limiting issues inhibiting sustainability embeddedness

Abstract

There can be little doubt that sustainability has become one of the most important issues in business in recent years. In spite of sustainability’s importance, there is agreement amongst leaders and practitioners that sustainability is not as embedded as desired. This study reports a framework on inhibitors that limit sustainability embeddedness in organizations. The framework can assist management to address the non-achievement antecedents of embeddedness specifically and holistically. This study obtained empirical data from employees on all management levels in a stock exchange-listed company. Through in-depth analysis in a case organization, valuable insights about embeddedness were inductively identified, interpreted and presented using descriptive labels, namely: “Professing What Is Right”; “Green Distraction”; the belief of “Not My Job”; “Firefighter”; the “Past Performance Anchor”; “Strategy Discourse” and “Harmony”—a mediator to sustainability embeddedness. All these were also found to be altered by the transformation of culture and the communication of the strategy message by sustainable leadership—the moderator. The findings were also corroborated by related and supporting literature as part of our contribution and pursuit for better understanding of this phenomenon.