Organisational learning in contested environments: lessons from Brent Spar
以壳牌公司1995年布伦特斯帕深海处置事件为例，指出环境创新不仅需要组织学习，还需与外部合作；壳牌因忽视公众认知和缺乏联盟导致声誉和销售受损，其变革源于外部压力而非内部学习。
The Post–Altman model of corporate greening, with its focus on organisational learning as a key component in overcoming organisational barriers to environmental changes, is reviewed in relation to Shell's attempted deep sea disposal of Brent Spar in 1995. It is argued here that environmental innovation requires not only organisational learning but a capacity to collaborate with outsiders. Shell's failure to appreciate different perceptions of its Brent Spar proposals, and to develop the alliances that would have been needed to explore alternatives, resulted in costly damage to both its reputation and its European sales. The decision was reversed, and substantial organisational change took place, but as a result of external pressure rather than internal learning. Shell's experience raises significant issues for corporate greening, and particularly for companies seeking to improve environmental performance in contested environments. © 1997 John Wiley & Sons, Ltd and ERP Environment.