IntroductionThere is widespread belief that organizational culture plays a crucial role in transitioning organizations for sustainability, but we currently lack understanding of how supportive cultures develop.The goal of this study is to empirically investigate how a culture of sustainability (COS) develops within a training day horse supplement varied sample of real-world organizations.MethodsA qualitative cross-sectional design was utilized in this study using 14 semi-structured qualitative interviews with leaders of organizations perceived as having a strong COS or being on a good path toward that.
The interviews explored how the leaders from various organizations experienced the development process of a COS from the initial emergence to the time of the interview.The qualitative data were analyzed using template analysis combined with applying a team-based approach to open coding.ResultsThe results indicate that while COS development is not a direct, clear, or linear process, there are several common factors that descriptively capture the process of COS formation.
The analysis revealed four general stages of COS development (emergence; visibility and engagement; institutionalization and system alignment; ingrained and habitualized practice) and three key contextual moderators (organizational characteristics; external stakeholders/societal culture; business case).DiscussionThis study makes an important contribution to the limited empirical literature on the development of organizational culture over time.Understanding key factors, relationships between factors, and COS stages can nobivac 1-dappv single dose help leaders establish realistic expectations and strategies for developing and strengthening COS within their organizations.