The examination of power and politics in a conservation organisation
研究了一家以环保为目标的商业组织为何失败，通过22个月的观察和800多份文件分析，揭示了新旧管理层之间的权力斗争导致组织解体，对追求可持续性的企业有警示意义。
Purpose For more than three decades, researchers have been searching for evidence of corporate economic, social and environmental sustainability, the holy grail of corporate success in a socially and environmentally conscious world of the future. The vast majority of entities that researchers have investigated have focussed on the primary goal of profit maximisation, with only vaguely articulated (if any) social and environmental targets. Very little research has been undertaken to expose the inner workings of organisations that are striving primarily to improve environmental outcomes within a commercial setting. The purpose of this paper is to expose the inside details of an organisation that tried but failed, and highlights the role of power and politics in its demise. Design/methodology/approach The “processual” or “contextualist” (Burns, 2000, p. 568) methodology adopted in this investigation has facilitated the interpretation and understanding of complex inter-relationships existing amongst key management personnel. The method steps undertaken included observation and documentation of organisational strategic and operational decision-making practices over a period of 22 months and the examination and analysis of over 800 documents prepared either by or about the organisation. Findings Examining the inter-relationships of power and politics amongst key players during a period of significant change revealed an intense struggle for corporate survival between two management groups: the original “environmentalist” managers who prepared the entity for listing on the Australian Securities Exchange (ASX); and, the introduced “economic rationalist” managers who guided it through the post listing phase. A failure to effectively transition the power held over resources, decision-making and meanings from the old to the new managers proved to significantly challenge the organisation and possibly contributed to its ultimate demise. Some important lessons were highlighted, particularly the need to develop and establish shared understandings. It is suggested that for a business to move closer to being sustainable, rather than allowing one of the existing paradigms to dominate, a new business model needs to emerge. Originality/value The practical implementation of conservation activities on a large commercial scale is a controversial notion. The investigation of this unique case through a period of significant change represents an important experiment in the quest for sustainability and reveals valuable lessons that may guide other organisations that follow in its wake.