Promotion of the Green Culture within Organizations


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Promotion of the Green Culture within Organizations

Today, the world is characterized by greening culture that has become integrated into the core aspect of society in order to avert climate change effects as well as promote sustainable protection of the environment. There has been formation and implementation of a myriad of rules, regulations and laws at organizational and government level aimed at enhancing environmental sustainability. A large percentage of organizations have implemented effective measures for these rules and laws. However, implementation of the rules and laws is not sufficient to enhance environmental sustainability. This is due to technical fixes which cannot be considered sufficient for green change in employees and management (Harris and Crane 2000, 215).

Instillation of behavioral change related to green culture is not easy doe to a myriad of barriers and challenges to changing perceptions present for employees and managers. Literature dictates lack of motivation in pursuing a given objective or goal is can be an impediment that is quite serious in generation of the desired results that an objective or goals aims to achieve. This analogy can be evidenced by the comments of manager regarding choice between organizational success and objectives. Majority believed the core principle of their companies is enhancement of revenues and profitability, while environmental sustainability takes second place (Harris and Crane 2000, 220). Additionally, , they believe consideration of the necessity for green culture can be done effectively it comes with economic benefits that are substantial with their social responsibility to society deemed as irrelevant in business environment (Harris and Crane 2000, 220).

There are numerous risks linked with organizations that conform to green culture. Top on the list is resistance to change by not only employees but the management which results in the contravention of the company’s effectiveness and productivity. Forcing laws, requirements and rules for organizational change on the basis of green culture model is deemed unfair or cumbersome for purposes of implementation. As such, this means there will arise dissociations and conflicts which lead to poor management of customers, employees and resources which ultimately as great effects on the organization.

The organization is also at risk of economic and competition sabotage. Competitors who have adopted green culture can have their products considered as environment friendly which in turn drives sales upwards. This can result in products of other companies suffering from reduced sales and subsequent revenues. Lack of adherence to green culture can also force revenues and sales as a result of societal and consumer perceptions that a company is not taking its social responsibility seriously. This can paint a company as selfish and operating to achieve its needs only without taking into consideration the serious environmental effects it causes as a result of its operations.

Additionally, lack of adhering to environmental sustainability can also result to hefty fines, taxes and levies on the company due to flouting environmental safety rules, standards and laws. The charges serve the purpose of increasing company expenses and reducing profitability. Managers have also adapted and reiterated that green culture has to a great extent, affected their decision making within organizations. This means some decisions in conflict with green culture have experience delays or rejection in passage or implementation. As such, this negatively affects the performance of the company. However, some managers believe green culture effect on decision making has its overall positive effect on the agenda of a company (Harris and Crane 2000, 221). This has resulted in employees having social moral and responsibility, which in turn drives their output as they believe their work will have a positive effect on the community.


Harris, C. L. and Crane, A., 2000. The greening of organizational culture: management views on the depth, degree, and diffusion of change. Journal of organization change management. 15(3), 214-234.

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