EMOTIONAL SUBTEXTS IN CORPORATE GREENING

This paper explores the view that pro-environmental organizational cha nges depend on the emotional meanings that managers attribute to green ing. It is theoretically rooted in recent literatures on the strategic role of emotions and green organizational transformation. A comparati ve, qualitative study of senior managers in six U.K. supermarkets, of differing degrees of greenness, is reported. Four emotionally signific ant subtexts are identified: enacting green commitment, contesting gre en boundaries, defending autonomy and avoiding embarrassment. These ar e related to the way different green pressures are received, developed and culturally incorporated -- or rejected. The study finds little ev idence to support the emotional basis of 'true' ethically green organi zational cultures, although managerially engineered commitment of 'bel onging' to a socially responsible culture can serve some aspects of gr eening in a relatively stable manner. The less-green companies are ins trumental in their responses, have few corporate symbols of community or care and their managers will deprecate or demonize those who believ e otherwise. The implications for green organizational change suggest a key expressive role for leaders in shaping an appropriate climate. H owever, this is far from fool-proof, and is not suited to all organiza tions. pressure from external green activists and regulators offer mor e coercive routes, based on creating fear, shame or embarrassment.