How Can We Create the Right Organizational Context to Sell Environmental Sustainability as a Strategic Issue to Top Management?

Table of Contents

Preface

Introduction

Part I: A View of the Literature

Chapter 1: Selling Issues to Top Management: A Review of the Literature

1.1. Theoretical Background of Dutton & Ashford (1993)’s framework

1.2. Dutton & Ashford (1993)’s framework

1.3. Conclusion Chapter 1

Chapter 2: Categorizing Strategic Environmental Issues

2.1. Review of the Literature on Cognitive Categorization Theory

2.2. Categorizing Environmental Issues: From Labeling to Organizational Actions

2.3. Conclusion Chapter 2

Chapter 3: Top management’s Interpretation and Response to Environmental Sustainability Issues: Creation of a General Model

3.1. The Model – Explanation & Justification

3.2. Implications of the Model for Issue-Selling

3.3. Conclusion

Part II: Empirical Research

Introduction

Chapter 1: Study 1

1.1. Goal of Study 1

1.2. Method

1.3. Discussion

Chapter 2: Study 2

2.1. Goal of Study 2

2.2. Method

2.3. Discussion

Conclusion of This Master Thesis

Research Objectives & Core Topics

This master thesis aims to identify the organizational context factors that influence how top management interprets and categorizes environmental sustainability issues, specifically whether they perceive these issues as "opportunities" or "threats." By understanding these cognitive processes, the research provides insights for "issue-sellers" on how to strategically frame environmental topics to gain top management support.

• Theoretical foundations of issue-selling and cognitive categorization theory.
• Development of a model linking organizational context to managerial interpretation.
• Empirical study (Study 1) using semi-structured interviews and repertory grid techniques.
• Large-scale empirical verification (Study 2) using online surveys and statistical regression analysis.

Excerpt from the Book

Summary of Chapters

Chapter 1: Selling Issues to Top Management: A Review of the Literature: Provides the theoretical grounding for issue-selling by reviewing social problem theory, impression management, and upward influence frameworks.

Chapter 2: Categorizing Strategic Environmental Issues: Examines cognitive categorization theory and applies it to how top managers label environmental issues as either threats or opportunities.

Chapter 3: Top management’s Interpretation and Response to Environmental Sustainability Issues: Creation of a General Model: Integrates previous literature into a cohesive model explaining how organizational context influences top management's responses to environmental issues.

Chapter 1: Study 1: Details the exploratory empirical phase using semi-structured interviews and repertory grids to identify key organizational context variables.

Chapter 2: Study 2: Describes the quantitative testing of hypotheses via a structured online survey of Alumni to statistically validate the influence of identified context factors.

Keywords

Issue-selling, Top Management, Environmental Sustainability, Cognitive Categorization, Strategic Management, Organizational Context, Impression Management, Upward Influence, Threat-Opportunity Taxonomy, Green Identity, Corporate Environmental Strategy, Managerial Perception, Empirical Research, Decision-Making, Sustainability Issues.

Frequently Asked Questions

What is the core focus of this thesis?

The research examines how employees can successfully "sell" environmental sustainability initiatives to top management by understanding and influencing the organizational context that shapes executive decision-making.

What are the central research themes?

The study revolves around issue-selling, organizational behavioral factors, cognitive psychology (specifically categorization theory), and corporate environmental strategy.

What is the primary objective of the work?

The main goal is to identify which organizational context elements enable an issue-seller to successfully frame an environmental issue as an "opportunity" rather than a "threat" in the eyes of top management.

Which methodology does the author use?

The author uses a dual-methodological approach: an exploratory qualitative study using repertory grids and semi-structured interviews, followed by a quantitative phase using sequential multiple regression analysis on survey data.

What topics are covered in the main body?

The main body covers the theoretical frameworks of issue-selling, a review of cognitive categorization theory, the proposal of a model for top management interpretation, and the execution of two empirical studies to test context-related hypotheses.

Which keywords best describe this research?

Key terms include issue-selling, cognitive categorization, environmental sustainability, organizational context, and strategic management.

How does the "threat-opportunity" taxonomy impact environmental strategies?

The thesis argues that framing environmental issues as opportunities leads to proactive, voluntary actions, whereas framing them as threats often results in reactive, compliance-based strategies.

Why are employees' perceptions important in this model?

Employees' common interests and their perceived "green identity" are shown to be significant indicators that influence whether management will view environmental initiatives as valuable organizational opportunities.