Purpose This paper's aim is to examine the catalytic and pivotal role of micro‐moments in organizations and their role in producing the possibility of sustainable or unsustainable change and transformation. Design/methodology/approach The paper employs participant observation within an interpretivistic methodological approach. This provides critical incident vignettes with which to explore issues. Findings The argument contends that macro‐events in relation to either (un)sustainable and (ir)responsible events are rooted in “micro‐moments” centred on behaviour and choices. These myriad choices occur repeatedly – a dilemma captured by the metaphor of Janus. Underpinned by templates of Aristotelian virtue ethics and Kantian deontology, the paper argues that consistent “good” character” and “good behaviour” are central to ensuring sustainable change. Alternatively, “bad” character and behaviours have a propensity to engender ambivalent unsustainable and irresponsible environments. Social implications The work heightens awareness of seemingly “insignificant” micro‐behaviour in organizations undergoing processes of change. If allowed to occur without redress, negative micro‐moments lead to negative impacts on the macro‐aspects of the organization whereas positive moments tend to engender more sustainable and responsible environments. Originality/value The paper builds an amalgam of extant literatures on business ethics, organizational behaviour, corporate culture, organizational change management and sustainability and focuses attention on the under‐developed phenomenon of the micro‐moment.
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