Unearthing heterogeneity in readiness and resistance to sustainable change and carbon footprints in organisations
持続可能な変革と組織のカーボンフットプリントに対する準備と抵抗の不均一性を発掘する (AI 翻訳)
Thomas Bøker Lund, Mette Weinreich Hansen, Clara G. Bouyssou, Morten Wendler, Jørgen Dejgård Jensen
🤖 gxceed AI 要約
日本語
本論文は、組織内の持続可能性変革に対する準備と抵抗の認知的・感情的側面をモデル化するマルチレベルフレームワークを提示。62のデンマーク企業の職場ランチを対象にした分析で、変革準備性の高い組織ではカーボンフットプリントが28%低いことを発見。組織の変革準備性が抵抗者の行動にも影響することを示し、介入デザインにおける組織の不均一性の重要性を指摘。
English
This paper presents a multilevel framework modeling cognitive and emotional dimensions of readiness and resistance to sustainable changes in organizations. Using multilevel latent class analysis of 62 Danish organizations' workplace lunches, it identifies three clusters differing in change readiness, with 'change-ready' organizations having 28% lower carbon footprints. The findings highlight the need to tailor sustainability goals to organizational readiness and heterogeneity.
Unofficial AI-generated summary based on the public title and abstract. Not an official translation.
📝 gxceed 編集解説 — Why this matters
日本のGX文脈において
日本の企業でも、社員食堂での植物由来メニュー導入などScope 3削減策が進む中、組織の変革準備性を考慮した施策設計の重要性を示す。SSBJ対応やカーボンフットプリント開示が進む日本企業にとって、従業員の意識と行動変容を促す実践的示唆を提供。
In the global GX context
This paper provides empirical evidence linking organizational culture to carbon footprint reduction, relevant for global Scope 3 disclosure (e.g., ISSB, CSRD). It offers a method to assess and segment organizations for tailored interventions, useful for corporate sustainability teams and policymakers designing food-related climate policies.
👥 読者別の含意
🔬研究者:Researchers can adopt the multilevel framework to study organizational heterogeneity in sustainability transitions.
🏢実務担当者:Corporate sustainability teams can use the insights to design change management strategies aligned with workforce readiness.
🏛政策担当者:Policymakers can consider organizational readiness when designing sectoral carbon reduction programs, especially in food service.
📄 Abstract（原文）
Abstract Organisations can drive the sustainability transition if employees and organisational culture are prepared to adopt sustainability-relevant changes. We present a multilevel framework that models the cognitive and emotional dimensions of readiness and resistance to sustainable changes in organisations. This framework is used to study change readiness for plant-based workplace lunches among 62 Danish organisations. Using multilevel latent class analysis, we identify three organisational clusters differing in change readiness. Higher change readiness correlates with reduced carbon footprints from workplace lunches. In ‘change-ready’ organisations, the carbon footprint is 28% (95% CI:16-40%) and 21% (95% CI:8-35%) lower than in ‘change-resistant’ and ‘mixed’ organisations, respectively. Additionally, an organisation’s change readiness level modifies when emotionally resistant employees engage in change-supportive behaviour. Our findings suggest that change agents must tailor sustainability goals to an organisation’s change readiness and resistance characteristics, and that academic scholars need to be alert to organisational heterogeneity when designing interventions.
🔗 Provenance — このレコードを発見したソース
- openalex https://doi.org/10.1038/s44168-026-00394-yfirst seen 2026-06-23 05:37:56
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