Organizational Greening and Performance: An Empirical Analysis of English Local Government
Gareth Enticott1 and Richard Walker2, (1)Cardiff University, United Kingdom; (2)University of Hong Kong, Hong Kong
Research Focus: Public organizations have been developing green strategies on a regular basis, either at the behest of a higher level of authority or of their own volition. The underlying assumption behind the creation of green strategies is that they will lead to better performance but the empirical evidence on the relationship between organizational greening and performance in public organizations is sparse. This paper presents the first empirical exploration of the question: does organizational greening affect performance?

Summary of Theories and Implications: The adoption of sustainable working and service delivery practices by any organization is the culmination of the processes of ‘organizational greening’. Policy and practice implications will be drawn out of the analysis.

Data: Three dependent variables (recorded in 2003) will be used—individual measures of environmental performance, business unit measures and an index of organizational performance. Three measures of organizational greening are included. Control variables include: respondent assessments of the organizational environment and secondary data source measures of population, size, and ethnic diversity. Primary data are collect from a multi-informant survey (Walker and Enticott, forthcoming) emailed to officers in seven services and the corporate center of 100 English local authorities in 2002. OLS multiple regression techniques will be used to analyze the data.

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