Emotional Subtexts in Corporate Greening
研究英国六家超市高管对绿色化的情感解读，发现四种情感潜台词（践行绿色承诺、争夺绿色边界、捍卫自主权、避免尴尬），并指出情感在绿色组织变革中的关键但有限作用。
This paper explores the view that pro-environmental organizational changes depend on the emotional meanings that managers attribute to greening. It is theoretically rooted in recent literatures on the strategic role of emotions and green organizational transformation. A comparative, qualitative study of senior managers in six U.K. supermarkets, of differing degrees of greenness, is reported. Four emotionally significant subtexts are identified: enacting green commitment, contesting green boundaries, defending autonomy and avoiding embarrassment. These are related to the way different green pressures are received, developed and culturally incorporated — or rejected. The study finds little evidence to support the emotional basis of 'true' ethically green organiza tional cultures, although managerially engineered commitment of 'belonging' to a socially responsible culture can serve some aspects of greening in a rela tively stable manner. The less-green companies are instrumental in their responses, have few corporate symbols of community or care and their man agers will deprecate or demonize those who believe otherwise. The implica tions for green organizational change suggest a key expressive role for leaders in shaping an appropriate climate. However, this is far from fool-proof, and is not suited to all organizations. Pressure from external green activists and regulators offer more coercive routes, based on creating fear, shame or embarrassment.