Background/aims. The purpose of this dissertation was (a) to enhance organisational greening research by exploring the social interaction processes involved in constructing a green organisational climate (GOC); and (b) to analyse how dynamics within organisations may impact organisational greening—specifically, the role of the interaction between leaders and employees in constructing shared perceptions of the GOC, and the role of green founders in establishing and developing the GOC. Further, how environmental certification may drive organisational greening was also analysed in this dissertation. Finally, as part of this dissertation, a systems perspective on green changes in organisations was developed. Three empirical studies were conducted to analyse these processes in Norwegian small-scale production companies.
Methods. The methodological approach in these studies was mainly qualitative and longitudinal, combined with quantitative elements. Twenty-eight informants in seven green small-scale companies were selected. The main methodological approach was focus group interviews, which enabled exploration of the construction of a GOC as a social phenomenon. In addition, a questionnaire was administered to analyse individual-level perceptions of the GOC, pro-environmental behaviour (PEB) and environmental initiative. The interviews were conducted in the field and included observations. One and a half years later, follow-up interviews with the leaders were conducted, enabling the examination of evolving aspects of the GOC. The interview material was analysed using thematic analysis, and was compared with the quantitative material.
Results. The findings revealed that shared perceptions of the GOC were established in face-to-face encounters between leaders and employees. The construction of the GOC was based on a genuine environmental commitment and was closely interwoven with green practice. Furthermore, the findings indicated that the founders’ drive to go green had different origins, and four motivational categories were identified: (a) opposition, (b) frugality, (c) activism and (d) idealism. This formed the basis for a strong drive to develop and improve organisational greening. Finally, working within environmental certification schemes gave rise to conflicting emotions, a back-and-forth process between drivers and hindrances that resulted in certification dissonance. Environmental certification contributed to raising environmental awareness, but the link to drive organisational greening was either weak or missing.
Conclusion. This dissertation establishes that GOCs are constructed through interaction between leaders and employees and are strongly linked to green practice and the founder’s environmental commitment. Furthermore, environmental certification does not necessarily become embedded in the GOC. Organisational greening is a nascent and multidisciplinary field. This dissertation contributes to connecting disciplines and advancing the field by developing a systems perspective of green changes in organisations, emphasising how GOCs are constructed through interaction in the microsystem. The systems perspective also provides a way to understand how elements at different system levels are connected, thereby bridging the micro–macro gap.