TY - CHAP
T1 - Managing sustainability
T2 - The port of Los Angeles among an ecology of organizations
AU - Rebstock, Jan Green
AU - Bradbury-Huang, Hilary
N1 - Publisher Copyright:
© 2011 by Emerald Group Publishing Limited.
PY - 2011
Y1 - 2011
N2 - Purpose – The purpose of this chapter is to discuss managing sustainability across an industry and examine the catalyst, enablers, and challenges for systems-level change through a case study of one organization, the Port of Los Angeles (POLA), and its participation in the Sustainable Enterprise Executive Roundtable (SEER) action learning network. Methodology/approach – The chapter uses a case study approach, written by reflective practitioners in action. Findings – The challenges and enablers of achieving organizational change for sustainability within the POLA ecology are addressed as part of a forcefield of enablers and obstacles. Action learning in the context of collaborative projects across the ecology becomes a key process for managing change toward a sustainable goods movement ecosystem. Research/practical implications – The chapter is addressed to those scholar-practitioners who struggle with issues of organizational change for sustainability outcomes. The core work is to align organizations, within and around the node organization, for sustainability. By analyzing the systems forcefield, we can better perceive the implications for action and identify leverage for change. Social implications – Organizations are the key unit for culture change for sustainability within society. Engaging with other organizations involved in the work of sustainability is required to create systems-level change. Originality/value – The scholarly contribution is based on revisiting the usefulness of Lewin’s Change Forcefield, which the authors have adapted by integrating the concepts of the learning organization and systems thinking to help understand change and redesign efforts for sustainability within and among organizations.
AB - Purpose – The purpose of this chapter is to discuss managing sustainability across an industry and examine the catalyst, enablers, and challenges for systems-level change through a case study of one organization, the Port of Los Angeles (POLA), and its participation in the Sustainable Enterprise Executive Roundtable (SEER) action learning network. Methodology/approach – The chapter uses a case study approach, written by reflective practitioners in action. Findings – The challenges and enablers of achieving organizational change for sustainability within the POLA ecology are addressed as part of a forcefield of enablers and obstacles. Action learning in the context of collaborative projects across the ecology becomes a key process for managing change toward a sustainable goods movement ecosystem. Research/practical implications – The chapter is addressed to those scholar-practitioners who struggle with issues of organizational change for sustainability outcomes. The core work is to align organizations, within and around the node organization, for sustainability. By analyzing the systems forcefield, we can better perceive the implications for action and identify leverage for change. Social implications – Organizations are the key unit for culture change for sustainability within society. Engaging with other organizations involved in the work of sustainability is required to create systems-level change. Originality/value – The scholarly contribution is based on revisiting the usefulness of Lewin’s Change Forcefield, which the authors have adapted by integrating the concepts of the learning organization and systems thinking to help understand change and redesign efforts for sustainability within and among organizations.
KW - Goods movement
KW - Green technologies
KW - Learning
KW - Organizational change
KW - Port
KW - Sustainability
KW - Sustainable business
KW - Systems thinking
UR - http://www.scopus.com/inward/record.url?scp=84968572922&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84968572922&partnerID=8YFLogxK
U2 - 10.1108/S2045-0605(2011)0000001011
DO - 10.1108/S2045-0605(2011)0000001011
M3 - Chapter
AN - SCOPUS:84968572922
T3 - Organizing for Sustainable Effectiveness
SP - 155
EP - 185
BT - Organizing for Sustainable Effectiveness
PB - Emerald Group Publishing Ltd.
ER -