The green identity and green strategy: an interplay

Abstract

This study examined the complex interplay between ‘green identity’ and ‘green strategy’. A longitudinal case research method was applied to study a mining organisation in India. The study identified the three dimensions of ‘green identity’ and conceptualised four types of green identities. The green identities were the centre of strategic thinking and resource planning. It enhances cognitive interplay to strategise. The ‘green strategy’ and ‘green identity’ were interdependent. The ‘green identity’ as the organisation's central phenomenon was affected by ‘green strategy’, ‘organizational attributes’, ‘personal attributes’, and ‘external environment’. At the same time, ‘green identity’ also influences ‘green strategy’. There were four types of green strategy based on organisational identity and strategic expectation. Also, there were four types of employee sensemaking in the ‘green strategy-making’ based on employee identity and leader identity. The ‘green identity’ influenced the green strategy sensemaking process and vice-versa.

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