Emotional subtexts in corporate greening

This paper explores the view that pro-environmental organizational changes depend on the emotional meanings that managers attribute to greening. It is theoretically rooted in recent literatures on the strategic role of emotions and green organizational transformation. A comparative, qualitative study of senior managers in six U.K. supermarkets, of differing degrees of greenness, is reported. Four emotionally significant subtexts are identified: enacting green commitment, contesting green boundaries, defending autonomy and avoiding embarrassment. These are related to the way different green pressures are received, developed and culturally incorporated -- or rejected. The study finds little evidence to support the emotional basis of 'true' ethically green organizational cultures, although managerially engineered commitment of 'belonging' to a socially responsible culture can serve some aspects of greening in a relatively stable manner. The less-green companies are instrumental in their responses, have few corporate symbols of community or care and their managers will deprecate or demonize those who believe otherwise. The implications for green organizational change suggest a key expressive role for leaders in shaping an appropriate climate. However, this is far from fool-proof, and is not suited to all organizations. pressure from external green activists and regulators offer more coercive routes, based on creating fear, shame or embarrassment.