ORGANISATIONAL GREEN BEHAVIOURAL CHANGE: THE ROLE OF CHANGE MANAGEMENT

Abstract

The pervasive environmental crisis across the globe has been traced to unsustainable business practices of corporations. This live-threatening phenomenon continues to generate vivacious debates, with scholars and other green stakeholders suggesting certain behavioral patterns as a solution to the scourge.  However, while some organisations are realising the need for green processes and behaviors to key to sustainability practices, they are being confronted with the dilemma of the most effective ways to go about it. Organizational Green Behaviour Change (OGBC) the process actually requires complete overhauling of the entire system because it will touch all aspects of the organization and likely to alter the status quo with a possibility for change resistance. Hence, the role of Change Management is inevitable to have a seamlessly OGBC process in an organisation. Consequently, this paper attempts to review the role of Change Management in the successful delivery of OGBC vis-a-vis resistance to change (RTC). The paper adopts a content-based literature review methodology to achieve its set objectives. Findings suggest that organisation change managers need expert support toward a successful OGBC implementation to enable them to achieve desired OGBC outcomes efficiently. Secondly, it reveals that for organisations to record success in the OGBC process, all stakeholders (internal and external) interests and concerns must be taken into account ab initio. Thirdly, the paper highlights the need for a real link between Change Management and OGBC for effective management of RTC in the OGBC process. Lastly, the study admits its inability to report its findings quantitatively, and recommend active involvement of change management scholars in the growth and development of green literature for sustainability sake.