Organisational resistance to ecological footprinting

Crawford Spence

International Journal of Management Concepts and Philosophy, 2009, vol. 3, issue 4, 362-377

Abstract: This paper explores organisational resistance to more comprehensive sustainability reporting in the form of ecological footprinting. On the basis of a series of interviews with Corporate Social Responsibility (CSR) Managers in the UK, a number of barriers were identified for ecological footprinting at the organisational level: the cost and resource constraints involved; the perceived low utility of the ecological footprint in helping to manage key organisational impacts; and a concern that the ecological footprint would not show the 'right picture'. These constraints, which constitute different manifestations of a business case, provide evidence for the limits which the business case imposes on corporate responsibility and accountability.

Keywords: sustainability reporting; ecological footprinting; business case; ideology; organisational resistance; sustainable development; accountability; corporate social responsibility; CSR; UK; United Kingdom. (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmcph:v:3:y:2009:i:4:p:362-377

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