Leadership, culture and sustainable built environment | Emerald Insight
The learning--by--design framework is utilized to examine learning in six successful companies in different industries and national settings and provides a roadmap for improving systematic learning in organizations. Added to basket. Organization Theory. John McAuley.
Mats Alvesson. The Wisdom Of Crowds.
Building Sustainable Organizations: The Human Factor
James Surowiecki. Make That Grade Organisational Behaviour. Michele Kehoe. Playing to Win. Time to Think. Nancy Kline. The Empty Raincoat. Sustainable building design should meet the end users social and cultural needs while preserving the environment for future generation Al-Jamea, Sustainability is now viewed by organizations as being part of a strategy for long-term business survival and success McCann and Holt, While Opoku and Fortune believe that organizational leadership plays a vital role towards achieving sustainability, Taylor argues that efforts to change individual organizational leadership behaviour and attitude towards a more sustainable organization, without a parallel effort to change the culture within these organizations in which they operate will achieve little or no results.
After rigorous double blind review process, six papers have been selected for publication in this special issue with one paper on sustainability in the built environment, three papers on the link between leadership and sustainability in the built environment and two papers on the contribution of culture in a sustainable built environment.
In the first paper, Sezer analysed the use of building refurbishment productivity and sustainability indicators by construction contractors through qualitative research approach using interviews with eight managers working on refurbishment projects in the Swedish construction industry.
The results show that for large contractors, sustainability policies are more developed and are reflected in their site practices. Large contractors are usually public companies with stakeholders who expect such construction practices. Opoku, Cruickshank and Ahmed examined the role of organizational leadership in the delivery of sustainable construction projects in the UK in the second paper. The study showed that, the most important role of organizational leadership in promoting sustainable construction practices is to formulate policies, implement procedures and disseminate best sustainable practices throughout the organization.
This was through surveys and interviews with intra-organizational leaders in contractor and consultant organizations in the UK construction industry. The third paper by Senaratne and Hewamanage explored the role of team leadership in achieving LEED certification in a green building project in Sri Lanka through a case study research approach. The paper proposed four team leadership processes required to meet the LEED challenges as; proactive planning and visualization; collective implementation; teamwork for win-win; and, continuous learning and knowledge sharing.
Opoku, Cruickshank and Ahmed examined leadership style of sustainability professionals in the UK construction industry to ascertain the effective style of leadership responsible for developing sustainable construction strategies. This study investigated if there is any particular leadership style associated with intra-organizational leaders within UK construction organizations charged with the promotion of sustainability practices. The results showed that while there is no one best leadership style for all situation, most leaders charged with the role of promoting sustainable construction are strategic in their style or behaviour.
The study revealed that organizational culture is the most relevant barrier, and that clients and professionals are the actors that predominantly influence the adoption of LCC and LCA in projects. Technical and financial barriers, such as the lack and quality of input data and the high costs of implementation are also deemed relevant.
Enabling Sustainable Transformation: Hybrid Organizations in Early Phases of Path Generation
When you encounter situations which are complex and messy, then systems thinking can help you understand the situation systemically. This helps us to see the big picture — from which we may identify multiple leverage points that can be addressed to support constructive change. It also helps us see the connectivity between elements in the situation, so as to support joined-up actions.
The links below point to other sources introducing systems thinking and how to manage and facilitate it to support a collective understanding of a problem situation. Introduction to systems thinking. Learn about systems thinking.
Overview of systems thinking. This short article by Daniel Aronson illustrates what systems thinking is using an integrated pest management example.
- HR practices for enhancing sustainable employability: implementation, use, and outcomes.
- Transforming to a Sustainable Learning Organization?
- The Fourth Dimension.
- Change Password.
- Magical Talismans To Succeed In Life, Protect Yourself From Others And Summon Spirits. 3rd Edition (Instructions and techniques on how to communicate with spirits).
Systems archetypes. As diagnostic tools they provide insight into the underlying structures from which behavior over time and discreet events emerge. A more recent post from Leyla Acaroglu reminds us that there are also some positive social archetypes in systems dynamics. Systems thinking: a means to understand our complex world.
This paper by Linda Booth Sweeney introduces systems, system behavior and systems concepts. She then introduces some key concepts around levels, feedback loops and temporal delays. Systems Thinking: An introduction. Systems thinking encourages practitioners to understand and analyse the contexts within which they operate, and to design programmes that can adapt as conditions on the ground change.