Title: Organisational culture and environmental responsibility: a study of textile industry in India
Author: Sudhi Ranjan Dash, Kanika T. Bhal, Jitarani Udgata
Maharishi Institute of Management, Gautam Budh Nagar, Dadri Road, Noida 201301, India.
Indian Institute of Technology, Delhi, Viswakarma Bhawan, Saheed Jeetsingh Marg, New Delhi 110016, India.
Indian Institute of Foreign Trade, B-21, Qutab Institutional Area, New Delhi 110016, India
Abstract: The Corporate Social Responsibility principle is mainly concerned with the accountability of organisations towards all its stakeholders. In this article, we assess the culture of the organisations and correlate it with their level of environmental responsibility. We have analysed the organisational culture and environmental responsibility of the sample organisations. By matching the Environmental Performance and Environmental Responsiveness of organisations with their environmental responsibility (BOD level and Technology) in a matrix form. We found four types of matching. Those which have low culture and low environmental responsibility are called low matching, with high culture and low environmental responsibility are called facade, with high environmental responsibility and high culture are called high matching and at last those with high environmental responsibility and low culture are called disconnect type. The results highlight the importance of matching the measures of Environmental Responsiveness (ER; technology and BOD level) with the beliefs of people (culture) to assess the organisational position on ER, that could vary from committed to facade (only talk) to disconnect (responsiveness as an administrative/procedural issue). We conclude that the culture of an organisation influences its policy and strategy for protecting the environmental pollution.
Keywords: organisational culture; environmental responsibility; textile industry; India; flexibility; stakeholders; environmental performance; environmental responsiveness; environmental pollution.
Int. J. of Indian Culture and Business Management, 2009 Vol.2, No.3, pp.233 - 246
Available online: 27 Feb 2009