| Abstract: | The paper is concerned with organizational learning around cleaner production as a response to environmental pressures, and presents an analysis of the character, strengths and limitations of organizational learning as stimulated by four key drivers: regulation, green market pressures, quality and technical efficiency considerations, and the culture and values of those within organizations. The analysis is supported by a number of case study examples in manufacturing industry based on field work conducted between 1993-1996. The theoretical approach draws particularly on the innovation and inward technology transfer literature, which uses the concepts of 'receptivity' and 'absorptive capacity' to explain the ability of organizations to assimilate new knowledge, but is also sensitized to the contested and sometimes conflictual nature of change processes. Particular emphasis is given to (a) the importance of good linkages with external sources of knowledge, including regulators, and (b) the extent to which the organizational culture encourages a pluralistic and participative approach. The case studies suggest that weaknesses with respect to the enforcement of the current regulatory framework and the lack of sufficient financial incentives (i.e. ecological tax reform) are liable to continue to give rise to selective approaches which do not fully address the cleaner production agenda. In conclusion, the analysis of the limitations of firm-based organizational learning, particularly with respect to the need to change consumption patterns, indicates the continuing need for a wider process of social learning. |
