 The Implementation of Authentic Sustainable Strategies: i‐SITE Middle Managers, Employees and the Delivery of 100% Pure New ZealandJeremy Morrow and Simon Mowatt Business Strategy and the Environment, 2015, vol. 24, issue 7, 656-666 Abstract: This paper examines the processes by which 100% Pure New Zealand is translated into action by middle managers and employees at the point of contact with consumers at i‐SITEs. Within the tourism industry, organizations that differentiate employing ‘green' and ‘authentic' imagery of the natural environment highlight the importance of the active participation and engagement of middle managers and employees whose actions are observable to consumers. However, there has been little previous research on how employees understand concepts of sustainability and authenticity, or how their own views and values support embedding strategy. These issues were examined with a multiple case study methodology. Thematic analysis identified three barriers to authentic implementation: failure to support bottom‐up policy engagement, unclear top‐down communication of strategic priorities, and perceived lack of strategic vision and commitment. The paper suggests that organization‐wide vision and commitment are required to implement authentic sustainability strategies. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment Date: 2015 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:24:y:2015:i:7:p:656-666 Ordering information: This journal article can be ordered from Access Statistics for this article Business Strategy and the Environment is currently edited by Richard Welford More articles in Business Strategy and the Environment from Wiley Blackwell |
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