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Organisational Change forCorporate Sustainability:A Guide for Leaders and ChangeAgents of the Future (2nd Edition)Dunphy DGriffiths ABenn SRoutledge(2007)RejectionNon-responsivenessComplianceEfficiencyStrategic pro-activity

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Organisational Change for
Corporate Sustainability:
A Guide for Leaders and Change
Agents of the Future (2nd Edition)
Dunphy D
Griffiths A
Benn S
Routledge
(2007)
Rejection
Non-responsiveness
Compliance
Efficiency
Strategic pro-activity
The sustaining corporation
From Dunphy, D. , Griffiths, A. and Benn, S., Organisational Change for Corporate
Sustainability, Routledge, London and New York, 2003; revised edition 2007)
Ecological Sustainability Phases
Human
Sustainability
Phases

THE
C		 UNSUSTAI
ORPORATI		 ABLE
ON
THE
CONCER		 ECOLOGIC
NED COR		 ALLY
ORATION
THE SUST
CORPO		 AINABLE
RATION
THE PEO
CO		 PLE-CONC
RPORATIO		 ERNED
N

The Sustainability Change Matrix (from Dunphy et al 2003)

Rejection
Activism
against
sustainability
Risk loss of
business and
reputation
Inappropriate
use of science

NonResponse Compliance Efficiency Proactivity Organisation Sustaining
  BAU
  Risk loss of
business and
reputation
  Greenwash
  Implement
environmental
awareness
  Minimise
risks
  Image
building
  Systematic
EMS/ HRM
 Emphasis on
reporting
  Risk
avoidance
  Improved
efficiency and
engagement
  Proactive and
strategic
 High level
interpersonal/
soft skills
 Structural
redesign for
flexibility
 Stakeholder
management
 Transformative
culture
  Redefine
business
relationships
and context
© Source: The Phase Model – Dunphy,
Griffiths and Benn, 2007
Auditing
Reporting
Systems
design
Innovative
capacity
Partnering
for renewal

1st Wave 2nd Wave 3rd Wave
Opposition Ignorance
Rejection
Non
responsiveness
•Highly
instrumental
perspective on
employees and
natural
environment
•Culture of
exploitation
•Opposition to
government
and green
activists
•Community
claims seen as
illegitimate.
•Financial and
technological
factors have
primacy
•More ignorant
than
oppositional.
•Seeks business
as usual,
compliant
workforce.
•Environmental
resources seen
as a free good.		 Risk Cost Competitive
Advantage
Compliance Efficiency Strategic Pro-activity
•Focuses on
reducing risks of
sanctions for
failing to meet
minimum legal
and community
standards.
•Little integration
between HR and
environmental
functions.
•Follows route of
compliance plus
proactive
measures to
maintain good
citizen image.
•HR systems
seen as means
to higher
productivity
and efficiency
•Environmental
management
seen as a
source of
avoidable cost
for the
organisation.
•Focus on
innovation
•Seeks
stakeholder
engagement to
innovate safe,
environmentally
friendly products
and processes.
•Advocates good
citizenship to
maximise profits
and increase
employee
attraction and
retention.		 Transformation
The sustaining corporation
•Reinterprets the
nature of the
corporation to
an integral self
renewing
element of the
whole society in
its ecological
context.

Value
destroyers
Value
limiters
Value
conservers
Value
creators
Sustainable
business

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