An Exploration of Organizational Development and Change in Technical Organizations to Support Sustainability

Abstract

Commonly referenced as corporate citizenship or sustainability, the initial idea of corporate social responsibility (CSR) matured from the 1987 seminal Brundtland Report, which the United Nations is credited for spearheading. The steady progression of CSR highlights the need for organizations to coordinate the fulfillment of legal, philanthropic, moral, and financial obligations to ensure appropriate strategies toward sustainability initiatives and positive behaviors toward environments, the population, and monetary gain. The purpose of this paper is to analyze the causation by which organizations adapt green organizational cultures. Some findings suggest organizational cultures are forced to adopt new philosophies in a changing environment governed by corporate sustainability efforts. These green conceptual models transform human resources (HR) role in changing and creating organizational cultures that influence organizational strategies in ways that support sustainability and influence the organizational impact concerning climate change.