The business case for acting sustainably is becoming increasingly compelling - reducing our global footprint to sustainable levels is the defining issue of our times and it is one that can only be addressed with the active participation of the private sector. However, persuading well established
organizations to act in new ways is never easy.
This book is designed to support business leaders and organizational scholars who are grappling with this challenge by pulling together leading edge insights from some of the world's best researchers as to how organizational change in
general - and sustainable change in particular - can be most effectively managed. The book begins by laying out the economic case for change, while subsequent chapters describe how leaders at firms such as Du Pont, IBM and Cemex have transformed their organizations, exploring issues such as the role
of the senior team and the ways in which firms shift their identities, build innovative cultures and processes, and begin to change the world around them. Business leaders will find the book a source of both powerful examples and immediately actionable ideas, while scholars will be deeply intrigued
by the insights that emerge from the cross cutting exploration of one of the toughest challenges our society has ever faced.
David Jones: Foreword
Introduction
1. Rebecca Henderson, Ranjay Gulati, Michael Tushman: Leading Sustainable Change: An Introduction
2. Rebecca Henderson: Making the Business Case for Sustainability
The Big Picture
3. John Sterman: Stumbling Towards
Sustainability
4. Luciana Silvestri and Ranjay Gulati: From Periphery to Core: A Process Model for Embracing Sustainability
5. Rosabeth Moss Kanter: How Purpose-Based Companies Master Change for Sustainability: A Systemic Approach to Global Social Change
The role of the senior
team
6. Mary Ann Glynn, Christi Lockwood and Ryan Raffaelli: Staying the Same while Changing: Organizational Identity in the Face of Environmental Challenges
7. Donald Sull: Two Tales of One City: Samsung, Daewoo, and Lessons on Large-Scale Transformation
8. Kathy Miller and George
Serafeim: Chief Sustainability Officers: Who are they and what do they do?
Exploring the processes of change
9. Deborah Ancona, Elaine Backman, and Kate Isaacs: Two Roads to Green: A Tale of Bureaucratic versus Distributed Leadership Models of Change
10. Michael Tushman, Charles
O'Reilly and Bruce Harreld: Leading Proactive Punctuated Change
Leading change in the broader system
11. Amy C. Edmondson, Martine Haas, John Macomber and Tiona Zuzul: The Role of Multiplier Firms and Megaprojects in Leading Change for Sustainability
12. Alfred Marcus and Andrew
Van der Ven: Managing Shifting Goal Consensus and Task Ambiguity In Making the Transition to Sustainability
13. Royston Greenwood, Dev Jennings and Bob Hinings: Sustainability & Organizational Change: An Institutional Perspective
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Rebecca Henderson is John & Natty McArthur University Professor at Harvard University, and a research fellow at the National Bureau of Economic Research. She is also faculty co-chair of HBS's Initiative for Business and the Environment. Her research focuses on the difficulties large
organizations encounter in attempting to innovate and change, particularly in response to the challenge of sustainability. She has worked with some of the largest firms in the world and with entrepreneurial start-ups in a wide variety of industries including energy, pharmaceuticals, information
technology, materials and consumer goods. In May 2011, Dr. Henderson was appointed to the U.S. Department of Commerce Innovation Advisory Board which guided a study of U.S. economic competitiveness and innovation to help inform national policies at the heart of U.S. job creation and global
competitiveness, and in June 2013 she became a member of the World Economic Forum's global agenda council on the role of business. Ranjay Gulati is the Jaime and Josefina Chua Tiampo Professor and the Unit Head of the Organizational Behavior Unit at Harvard Business School. He is also the Chair of
Harvard Business School's Advanced Management Program. He is an expert on leadership, strategy, and organizational issues in firms. His recent work explores leadership and strategic challenges for building high growth organizations in turbulent markets. Some of his prior work has focused on the
enablers and implications of within-firm and inter-firm collaboration. He has looked at both when and how firms should leverage greater connectivity within and across their boundaries to enhance performance.
Professor Gulati is the past-President of the Business Policy and Strategy Division at
the Academy of Management and an elected fellow of the Strategic Management Society. He was ranked as one of the top ten most cited scholars in Economics and Business over a decade by ISI-Incite. Michael L. Tushman Is the faculty chair of Leading Change and Organizational Renewal (LCOR) and the
Program for Leadership Development (PLD) at the Harvard Business School. Prior to PLD, Tushman was faculty chair of the Advanced Management Program (AMP). At Columbia, he won the first W. H. Newman Award for excellence and innovation in the classroom; in 2005, Tushman was named Lecturer of the Year
at CHAMPS, Chalmers University of Technology; in 2008 he received an honorary doctorate from the University of Geneva where he was commended by the university as a scholar internationally recognized for his work on the relationships between technological change and organizational evolution; in 2011
he was given the Sumantra Ghoshal Award for Rigour & Relevance in the Study of Management from London Business School; in 2013 he was awarded the Academy of Management Career Achievement Award for Distinguished Scholarly Contributions to Management.
Making Sense - Margot Northey and Joan McKibbin
The Oxford Handbook of Business and the Natural Environment - Edited by Pratima Bansal and Andrew J. Hoffman
Managed by the Markets - Gerald F. Davis
