View Thread

Thansk I just listed mine too.

Lionel Boxer CD PhD MBA BTech(IndEng) - 0411267256
Research Fellow - lionel.boxer@rmit.edu.au
Centre for Management Quality Research
Read The Sustainable Way - see http://intergon.net/tsw
Improvement Implementation: http://intergon.net

>>> reid.lifset@YALE.EDU 08/12/2005 12:42 am >>>
Dear Ralph,

Thanks for pointing out the literature review in your
dissertation. Why don't you list it in the dissertation database
maintained by the International Society for Industrial Ecology
<http://www.is4ie.org//dynamic/dissertations.php>. There's even a
category, "<http://www.is4ie.org//dynamic/subject.php?id=11>Corporate
Environmental Management".

~ Reid

At 11:13 AM 12/6/2005, Ralph Meima wrote:
>Dear ONE-L
>
>Given the discussion in recent weeks about drivers of organizational
>change and epiphanies, I offer my dissertation in PDF (see below for
>abstract) for your use. Chapter 2 provides the most complete review
>I've seen of corporate greening theories (to 2002), while Chapter 9
>proposes a "Green Squeeze" model of organizational and management
>practice change, based on an ethnographic study of LM Ericsson with
>a sensemaking approach. (This owes inspiration for its name to
>Arthur D Little's "Green Wall" theory in the late-90s.)
>
>Please let me know if you would like a copy.
>
>Nigel Roome was the opponent in the Swedish-format defense that took
>place, by the way.
>
>Best regards, and cite at will,
>
>Ralph Meima
>
>Ralph Meima, Ph.D., MBA, MA
>Assistant Professor of Organizational Management
>School for International Training
>Brattleboro, Vermont, USA
>Tel. +1 802 258-3560
>www.sit.edu
>
>ABSTRACT:
>
>Adopting a phenomenological, sensemaking-based approach, this
dissertation
>reviews and critiques a variety of theories proposed as explanations
>of corporate
>"greening" and the evolution of corporate environmental management
(CEM),
>and then presents and analyzes an organization study to explore in
>greater depth
>how sensemaking can be used for research in this context.
>
>
>As its object, the ethnographically inspired organization study
>focuses upon CEM
>as an area of managerial and organizational practice. Analysis of
>the study leads to
>the idiographic conclusion that, when its purpose is ambiguous and
>in dispute in
>an organization, CEM emerges in a way that should not be characterized
as the
>rational implementation of a coherent set of tools and practices, nor
as the
>unfolding of an impersonal, mechanistic process, nor as the passage
of
>organization members from one coherent mental state to another, but
>rather as a
>complex interplay of reality and identity construction (i.e.,
>sensemaking) processes.
>
>
>In their sensemaking, CEM practitioners continually struggle with
>the dilemma of
>needing to legitimize CEM in conventional business terms while at
>the same time
>addressing the environmental problems that both motivate the
development of
>CEM and attract their own personal interest and commitment. As long
as
>ambiguity and disagreement persist (and given that resources
>continue to be made
>available to support CEM efforts), this process continues, and an
>increasingly
>elaborate, refined practice area is built in which constructed
>thought-objects,
>language, narratives, organizational arrangements, and action to a
>large extent
>focus on the legitimation of CEM and the maintenance/defense of the
>identity of
>CEM practitioners.
>

================================================================
Reid J. Lifset, Assoc. Dir. School of Forestry &
Env. Studies
Industrial Environmental Mgmt. Program Yale University
Editor, Journal of Industrial Ecology 205 Prospect Street
203-432-6949 (tel) -5912 (fax) New Haven, CT
06511-2189 USA
reid.lifset@yale.edu
http://mitpress.mit.edu/JIE

Lionel:

There is a thousand of us out here who really didn't need that extra
email from you. Please use Academy bandwidth with care. If you keep
posting trivia, we'll have people signing off in droves, and then a
valuable communication channel will be lost. If you do feel compelled
to send out a reply with this little content, please do it directly to
the individual, not to the Academy list.

Tom.


Prof. Thomas A. Bryant, Ph.D.
The Bollinger Family Endowed Chair in Entrepreneurship
Nicholls State University, Thibodaux, LA 70310, USA
Tel: (985) 448-4179; e-mail: tom.bryant@nicholls.edu

>>> lionel.boxer@RMIT.EDU.AU 12/07/05 03:52PM >>>
Thansk I just listed mine too.

Lionel Boxer CD PhD MBA BTech(IndEng) - 0411267256
Research Fellow - lionel.boxer@rmit.edu.au
Centre for Management Quality Research
Read The Sustainable Way - see http://intergon.net/tsw
Improvement Implementation: http://intergon.net

>>> reid.lifset@YALE.EDU 08/12/2005 12:42 am >>>
Dear Ralph,

Thanks for pointing out the literature review in your
dissertation. Why don't you list it in the dissertation database
maintained by the International Society for Industrial Ecology
<http://www.is4ie.org//dynamic/dissertations.php>. There's even a
category, "<http://www.is4ie.org//dynamic/subject.php?id=11>Corporate
Environmental Management".

~ Reid

At 11:13 AM 12/6/2005, Ralph Meima wrote:
>Dear ONE-L
>
>Given the discussion in recent weeks about drivers of organizational
>change and epiphanies, I offer my dissertation in PDF (see below for
>abstract) for your use. Chapter 2 provides the most complete review
>I've seen of corporate greening theories (to 2002), while Chapter 9
>proposes a "Green Squeeze" model of organizational and management
>practice change, based on an ethnographic study of LM Ericsson with
>a sensemaking approach. (This owes inspiration for its name to
>Arthur D Little's "Green Wall" theory in the late-90s.)
>
>Please let me know if you would like a copy.
>
>Nigel Roome was the opponent in the Swedish-format defense that took
>place, by the way.
>
>Best regards, and cite at will,
>
>Ralph Meima
>
>Ralph Meima, Ph.D., MBA, MA
>Assistant Professor of Organizational Management
>School for International Training
>Brattleboro, Vermont, USA
>Tel. +1 802 258-3560
>www.sit.edu
>
>ABSTRACT:
>
>Adopting a phenomenological, sensemaking-based approach, this
dissertation
>reviews and critiques a variety of theories proposed as explanations
>of corporate
>"greening" and the evolution of corporate environmental management
(CEM),
>and then presents and analyzes an organization study to explore in
>greater depth
>how sensemaking can be used for research in this context.
>
>
>As its object, the ethnographically inspired organization study
>focuses upon CEM
>as an area of managerial and organizational practice. Analysis of
>the study leads to
>the idiographic conclusion that, when its purpose is ambiguous and
>in dispute in
>an organization, CEM emerges in a way that should not be
characterized
as the
>rational implementation of a coherent set of tools and practices, nor
as the
>unfolding of an impersonal, mechanistic process, nor as the passage
of
>organization members from one coherent mental state to another, but
>rather as a
>complex interplay of reality and identity construction (i.e.,
>sensemaking) processes.
>
>
>In their sensemaking, CEM practitioners continually struggle with
>the dilemma of
>needing to legitimize CEM in conventional business terms while at
>the same time
>addressing the environmental problems that both motivate the
development of
>CEM and attract their own personal interest and commitment. As long
as
>ambiguity and disagreement persist (and given that resources
>continue to be made
>available to support CEM efforts), this process continues, and an
>increasingly
>elaborate, refined practice area is built in which constructed
>thought-objects,
>language, narratives, organizational arrangements, and action to a
>large extent
>focus on the legitimation of CEM and the maintenance/defense of the
>identity of
>CEM practitioners.
>

================================================================
Reid J. Lifset, Assoc. Dir. School of Forestry &
Env. Studies
Industrial Environmental Mgmt. Program Yale University
Editor, Journal of Industrial Ecology 205 Prospect Street
203-432-6949 (tel) -5912 (fax) New Haven, CT
06511-2189 USA
reid.lifset@yale.edu
http://mitpress.mit.edu/JIE

Hi Ralph,

I'm doing my PhD in change strategies on corporate sustainability, my
supervisor, Ken Peattie, suggested that I take a look at your thesis. Would it
be possible to send me a pdf copy?

Thanks a lot



"Personal mastery goes beyond competence and skills, though it is grounded in
competence and skills. It goes beyond spiritual unfolding or opening, although
it requires spiritual growth. It means approaching one's life as a creative
work, living life from a creative as opposed to reactive viewpoint."
(Senge. 1997. The fifth discipline. p141)
____________________________
Rodrigo Lozano (BSc (hon), MSc)
PhD Scholar/Researcher
B.R.A.S.S. Centre, Cardiff University
55 Park Place, Cardiff
CF10 3AT
United Kingdom
Tel. +44 (0) 29 20 876562 ext. 77312
Fax: +44 (0)29 20 876061
Mobile: +44 (0) 7981900984
www.brass.cardiff.ac.uk

>>> ralph@MEIMA.COM 12/06/05 4:13 pm >>>
Dear ONE-L

Given the discussion in recent weeks about drivers of organizational
change and epiphanies, I offer my dissertation in PDF (see below for
abstract) for your use. Chapter 2 provides the most complete review
I've seen of corporate greening theories (to 2002), while Chapter 9
proposes a "Green Squeeze" model of organizational and management
practice change, based on an ethnographic study of LM Ericsson with a
sensemaking approach. (This owes inspiration for its name to Arthur
D Little's "Green Wall" theory in the late-90s.)

Please let me know if you would like a copy.

Nigel Roome was the opponent in the Swedish-format defense that took
place, by the way.

Best regards, and cite at will,

Ralph Meima

Ralph Meima, Ph.D., MBA, MA
Assistant Professor of Organizational Management
School for International Training
Brattleboro, Vermont, USA
Tel. +1 802 258-3560
www.sit.edu

ABSTRACT:

Adopting a phenomenological, sensemaking-based approach, this
dissertation
reviews and critiques a variety of theories proposed as explanations
of corporate
"greening" and the evolution of corporate environmental management
(CEM),
and then presents and analyzes an organization study to explore in
greater depth
how sensemaking can be used for research in this context.

As its object, the ethnographically inspired organization study
focuses upon CEM
as an area of managerial and organizational practice. Analysis of
the study leads to
the idiographic conclusion that, when its purpose is ambiguous and in
dispute in
an organization, CEM emerges in a way that should not be
characterized as the
rational implementation of a coherent set of tools and practices, nor
as the
unfolding of an impersonal, mechanistic process, nor as the passage of
organization members from one coherent mental state to another, but
rather as a
complex interplay of reality and identity construction (i.e.,
sensemaking) processes.

In their sensemaking, CEM practitioners continually struggle with the
dilemma of
needing to legitimize CEM in conventional business terms while at the
same time
addressing the environmental problems that both motivate the
development of
CEM and attract their own personal interest and commitment. As long as
ambiguity and disagreement persist (and given that resources continue
to be made
available to support CEM efforts), this process continues, and an
increasingly
elaborate, refined practice area is built in which constructed
thought-objects,
language, narratives, organizational arrangements, and action to a
large extent
focus on the legitimation of CEM and the maintenance/defense of the
identity of
CEM practitioners.