Introduction The purpose of this review is critically to analyze the article ‘Corporate environmentalism and top management identity negotiation’ by Hélène Cherrier, Sally V. Russell, Kelly Fielding (abridged from a research paper originally published in Journal of Organizational Change Management in 2012). Two review questions are addressed: 1. What does the text suggests are the key factors promoting or inhibiting the effectiveness of top management to implement corporate environmentalism within their organization. 2. To what extent which the factors identified are applicable to management conflicts during the implementation of environmentally sustainable initiatives within organizations.
Purpose and design The authors’ point of view is to examine the narratives of acceptance and resistance to the introduction of corporate environmentalism. The authors researched addressed the question of “how” members of a top management team support, accept, negotiate, disregard, or reject the implementation of corporate environmentalism within their organization. In this essay, the authors’ arguments are very much clear because it highlights factors implementation of corporate environmentalism within the organization. Corporate environmentalism within the organization was unfolding throughout the data collection process.
Findings The authors claim, firstly, a qualitative approach was adopted to address the research aims. Continuously, select a case study methodology as an appropriate and relevant methodology as an appropriate and relevant methodology for the research. Thirdly, according to an in-depth thematic analysis of interview transcripts, the authors found individuals attributed a dominant discourse to corporate environmentalism based on their lived experience of organizational change for sustainability. Moreover, the authors claim that the main limitations are