Promoting sustainable organizations with Sweden's Natural Step

Hilary Bradbury-Huang, Judith A. Clair

Research output: Contribution to journalArticle

40 Citations (Scopus)

Abstract

A sustainable society can persist over generations,1 being farseeing, flexible, and wise enough to nourish its physical and social systems of support. Sustainable businesses are a key element in transforming society toward sustainability2 For firms willing to inquire into the challenge presented by sustainable development, the journey ahead may involve radical transformation not only of organizational practices, but also of the ways of thinking that led to those practices in the first p/ace. The Natural Step, a Stockholm-based environmental education organization has partnered with a number of major businesses in Sweden to promote organizational transformation as an important element in the societal shift toward sustainable development. This article examines the Natural Step-its philosophy, history, practices, successes, possible limitations, and application to firms pursuing sustainability.

Original languageEnglish (US)
Pages (from-to)63-73
Number of pages11
JournalAcademy of Management Executive
Volume13
Issue number4
StatePublished - 1999
Externally publishedYes

Fingerprint

Sweden
Sustainable development
Organizational transformation
Social systems
Organizational practices
Sustainable business
Environmental education
Sustainability

ASJC Scopus subject areas

  • Marketing

Cite this

Promoting sustainable organizations with Sweden's Natural Step. / Bradbury-Huang, Hilary; Clair, Judith A.

In: Academy of Management Executive, Vol. 13, No. 4, 1999, p. 63-73.

Research output: Contribution to journalArticle

Bradbury-Huang, H & Clair, JA 1999, 'Promoting sustainable organizations with Sweden's Natural Step', Academy of Management Executive, vol. 13, no. 4, pp. 63-73.
Bradbury-Huang, Hilary ; Clair, Judith A. / Promoting sustainable organizations with Sweden's Natural Step. In: Academy of Management Executive. 1999 ; Vol. 13, No. 4. pp. 63-73.
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