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appeNdIx Chapter 1: a: Introduction Methodology 62 final screening We further refined our final list of sources by reading each document in its entirety to determine whether a given source addressed the issue of how organizations embed sustainability into their culture. Again, for all excluded studies at this stage, we documented the reason for exclusion (e.g., no relationship between sustainability and culture or reference to culture is not at the organizational level, etc.). Table A1 presents a summary of our final search statistics. table a1: final inclusion statistics by source category and search term search source initial search preliminary screening retained Sustainability – academic Sources Sustainability and Culture 10986 526 82** [limited to business and sociology] eBSCO/JStOr 1607 103 28 environmental Management and Culture eBSCO/JStOr 545 45 23 CSr and Culture eBSCO/JStOr 985 43 9 Sustainability and Strategy eBSCO/JStOr 2609 0 0 Sustainability and Leadership eBSCO/JStOr 176 5 1 Sustainability and hr/hrM/ human resourc* eBSCO/JStOr 719 11 2 Sustainability and Code/Conduct eBSCO/JStOr 307 19 3 Sustainability and Incent* eBSCO/JStOr 212 10 3 Sustainability and train* eBSCO/JStOr 72 14 6 Sustainability and recruit* eBSCO/JStOr 156 8 1 Sustainability and Change eBSCO/JStOr 2020 39 23 Sustainability and Implement* eBSCO/JStOr 226 46 22 Sustainability and Culture and Measure* eBSCO/JStOr 10 29 17 Sustainability and report* and Culture eBSCO/JStOr 943 12 5 Sustainability and It /Information technology eBSCO/JStOr 44 2 1 Sustainability and Innovat* eBSCO/JStOr 250 35 16 Sources recommended by others Key contacts 30 30 21 Studies cited in other works Studies identified in prior searches 5 5 3 Sustainability – practitioner reports and Books 60 60 14 Books: Sustainability and Culture Google books, amazon, key contacts 56 56 10 practitioner reports: Sustainability and Key contacts and google 4 4 4 Culture search
appeNdIx Chapter 1: a: Introduction Methodology 63 search source initial search preliminary screening retained analogous Interventions 2710 115 83** embed* and Culture 687 25 15 Innovat* and Culture 635 28 23 Compl* and Culture 284 21 18 Safety and Culture 384 21 21 eMS/environmental management system* and Culture 600 5 2 high reliability organization and Culture 64 7 6 tQM /total quality management and Culture 56 8 8 total 13756 701 179 ** Unique document count (since some documents arose from multiple search terms). In the final column, the documents are recorded in the first search in which they appeared. The final screening retained a total of 179 sources including 82 academic sources related to sustainability, 83 sources related to analogous cultural interventions, 10 books and 4 practitioner reports. A complete reference list for the final document set is provided in Appendix B. data extraction Our data sources were then loaded into a qualitative analysis program called Atlas.ti. Atlas.ti (2010) was selected for this purpose due to its ability to handle large bodies of data (and in particular, PDFS) along with the tools it provides to help arrange, reassemble, and manage these materials in systematic ways. The use of a qualitative analysis program was instrumental in handling a data set this large by supporting the analysis process and by permitting us to organize and query our findings. Our next task was to extract the relevant information from each of the sources. We did this through a process of ‘coding.’ Open coding involves “breaking down, examining, comparing, conceptualizing, and categorizing data” (Strauss & Corbin, 1990: 61). Coding involves selecting part of the text (a ‘quotation’) and attaching a label or tag (a ‘code’) to that text. It also involves a process of constantly comparing incidents to each other in the data (Holton, 2007). It is a highly systematic and iterative process that formed the foundation of our analysis. We coded each and every source by asking ourselves the following questions: What are they doing?: We coded every instance where we found an organizational practice that aimed to embed sustainability in organizational culture. In naming our codes, we made use of gerunds (words ending in ‘ing’) to capture what the organizations were ‘doing.’ Who is doing it?: Initially, our aim was also to capture ‘who’ within the organization was undertaking the practice (for example, the human resources department, the CEO, the Board of Directors, management, or employees). We found it was often difficult to identify based on the information provided in the articles, and that practices often straddled multiple groups. While we continued to attempt to code the data in this way, in the end, we did not make use of these codes in our analysis. Why are they doing it?: For each practice, we asked ourselves, why are they doing this… what is their goal? Initially we coded openly, making use of codes such as: ‘they said they would;’ comply; and improve. By comparing the properties of these codes, we began to group them into two categories of goals: fulfillment and innovation.
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