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Environmental Strategies as Automorphic Patterns of Behaviour
Mälardalen University, School of Sustainable Development of Society and Technology. (HAS)
2009 (English)In: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836, Vol. 18, no 3, p. 192-206Article in journal (Refereed) Published
Abstract [en]

The article is based on a study of three companies, i.e., Volvo, The Body Shop, and Tarkett, focusing on their development of environmental strategies. Using a drama metaphor, the empirical case indicates in detail how Tarkett has been strategically able to handle increasing environmental demands. The study also demonstrates that Tarkett depends on itself in its relationship with other actors in its organizational field, and that this influences the interplay between the actors. The article concludes that the three studied companies adopted different strategies for managing environmental demands, and that the strategy each used involved a specific sense of “dependency”. The strategies are explained by institutional automorphism, which means that the companies imitate themselves, employing strategies similar to those they have previously used when tackling other changes in their organizational fields.

Place, publisher, year, edition, pages
2009. Vol. 18, no 3, p. 192-206
Keywords [en]
automorphism, environmental strategies, isomorphism, legitimacy, new institutionalism, organizational fields
National Category
Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
URN: urn:nbn:se:mdh:diva-11268DOI: 10.1002/bse.567ISI: 000207902500005Scopus ID: 2-s2.0-70249146914OAI: oai:DiVA.org:mdh-11268DiVA, id: diva2:380458
Available from: 2010-12-21 Created: 2010-12-21 Last updated: 2017-12-11Bibliographically approved

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