Les cadres théoriques de la conservation de la nature n’ont pas un caractère figé, mais ont évolué au cours du temps en privilégiant telles ou telles valeurs, notamment intrinsèques ou instrumentales. Or, les limites de ces cadres d’analyse pour susciter des engagements pour la nature ont été montrées. En m’appuyant sur la notion de valeurs relationnelles ainsi que sur celle des transformations des expériences de nature, j’ai conduit un travail qui veut apporter une réflexion complémentaire aux manières de concevoir la conservation de la nature. Pour cela, à travers l’étude transdisciplinaire des initiatives citoyennes de jardins partagés, cette thèse cherche à comprendre les motivations des citoyens ordinaires à s’engager pour la nature. Ce travail a notamment permis de montrer que des expériences de nature se font aussi en ville, par exemple pour combler un vide personnel par des pratiques de jardinage et des mises en relations sociales et écologiques dans ces espaces. Ces expériences sont aussi vécues par les riverains des jardins, qui pour la plupart reconnaissent et valorisent les bienfaits de ces jardins pour eux, pour les jardiniers, pour le quartier et pour la ville. Au niveau de la biodiversité, j’ai montré que les jardins sont des endroits propices pour l’installation d’une flore spontanée, dont la richesse dépend de l’action des jardiniers et des décisions des propriétaires du terrain (notamment de laisser l’espace disponible sur un temps long). Enfin, j’ai montré comment les relations socio-écologiques créées et encouragées dans un jardin deviennent des moteurs pour l’action politique. Par tous ces angles d’approche, ce travail de thèse montre donc le rôle crucial des valeurs relationnelles dans la motivation à conserver la nature. Relations à reconnaitre et valoriser dans toutes leurs diversités. / Theoretical frameworks for nature conservation have evolved through time, with priority successively given to different values, instrumental or intrinsic. However, these frameworks have limits in motivating engagement towards nature. Building on the respective notions of relational values and transformation of nature experiences, my thesis work aims to fuel the reflection on new ways of considering nature conservation. I have used community gardens, a particular form of citizen initiative, as a study case to understand the motivations of ordinary citizens to engage towards nature. On the social side, I showed that experiences of nature can be gained in these gardens despite the urban environment, to fulfil personal needs through gardening and through the development of social and ecological relationships. These experiences of nature influence the neighbouring citizens of the gardens, who acknowledge their benefits for themselves, the gardeners, the neighbourhood, and the city in general.On the ecological side, I showed that community gardens host a rich community of spontaneous plants, which species richness depends upon gardeners’ management and garden age, which in turn depends on stakeholder decisions as to the durability of community gardens.Last, I showed how socio-ecological relationships created and promoted in a community garden can become drivers for political actions, through the particular case of one garden.Through this combination of social and ecological approaches, this thesis highlights the crucial role played by relational values in nature conservation motivation. These relations have to be acknowledged and promoted in all their diversity.

Most theories that attempt to describe the relationship between corporate sustainability strategies and a company’s triple bottom line also make the assumption that there is insufficient evidence to produce generalizable conclusions. This study contributes to the overall body of knowledge, as there is a lack of significant generalizable knowledge on corporate sustainability strategies and a company’s triple bottom line. To provide a methodologically more rigorous review, we performed a meta-analysis on 18 scholarly articles from top-tier academic journals containing 64 experimental treatments that measured an observed (not self-reported) behavioural outcome, which yielded a sample size of 23,871 observations. Most studies combined multiple treatments, which preclude definitive conclusions on the most effective treatments. The findings suggest that there is a positive medium to strong relationship between sustainability-oriented strategies, for both reactive and proactive behaviours (Dyllick et al., 1997; Gminder et al., 2002), and a company’s “triple bottom line.” Furthermore, regardless of the firm type (e.g., multinational corporation or local establishment, emerging economy firm or developed nation business), proactive sustainability-oriented strategies tend to have a higher payoff than firms that adopt reactive sustainability-oriented strategies. This meta-analysis establishes a greater degree of certainty with respect to corporate sustainability strategies and a firm’s triple bottom line relationship than currently assumed by many business scholars. To conclude, the sustainability concept has significantly expanded the scope of measuring organizational performance according to economic, social, and environmental components (Robins, 2006), which are collectively described as the “triple bottom line.” Organizations have determined that specific products and processes can have serious environmental and social implications beyond providing typical economic benefits (Sarkis, 2001). Based on the results of this study, companies should develop more diversified sustainability strategies that will help them to identify and capture value (McMullen, 2001). The results demonstrate that sustainability can provide companies with a strategic advantage, which is vital for the organization’s long-term viability and success (Orlitzky et al., 2003). This study also examines the balance between reasonable return on investment and long-term organizational viability, which greatly impacts organizational decision-makers that contend with numerous stakeholder issues, pressure from environmental agencies, and increased social consciousness that affects workers, consumers, and communities. It supports the conclusion that being proactive in responding to these conflicting pressures and barriers helps organizations to achieve higher levels of performance.

Most theories that attempt to describe the relationship between corporate sustainability strategies and a company’s triple bottom line also make the assumption that there is insufficient evidence to produce generalizable conclusions. This study contributes to the overall body of knowledge, as there is a lack of significant generalizable knowledge on corporate sustainability strategies and a company’s triple bottom line. To provide a methodologically more rigorous review, we performed a meta-analysis on 18 scholarly articles from top-tier academic journals containing 64 experimental treatments that measured an observed (not self-reported) behavioural outcome, which yielded a sample size of 23,871 observations. Most studies combined multiple treatments, which preclude definitive conclusions on the most effective treatments. The findings suggest that there is a positive medium to strong relationship between sustainability-oriented strategies, for both reactive and proactive behaviours (Dyllick et al., 1997; Gminder et al., 2002), and a company’s “triple bottom line.” Furthermore, regardless of the firm type (e.g., multinational corporation or local establishment, emerging economy firm or developed nation business), proactive sustainability-oriented strategies tend to have a higher payoff than firms that adopt reactive sustainability-oriented strategies. This meta-analysis establishes a greater degree of certainty with respect to corporate sustainability strategies and a firm’s triple bottom line relationship than currently assumed by many business scholars. To conclude, the sustainability concept has significantly expanded the scope of measuring organizational performance according to economic, social, and environmental components (Robins, 2006), which are collectively described as the “triple bottom line.” Organizations have determined that specific products and processes can have serious environmental and social implications beyond providing typical economic benefits (Sarkis, 2001). Based on the results of this study, companies should develop more diversified sustainability strategies that will help them to identify and capture value (McMullen, 2001). The results demonstrate that sustainability can provide companies with a strategic advantage, which is vital for the organization’s long-term viability and success (Orlitzky et al., 2003). This study also examines the balance between reasonable return on investment and long-term organizational viability, which greatly impacts organizational decision-makers that contend with numerous stakeholder issues, pressure from environmental agencies, and increased social consciousness that affects workers, consumers, and communities. It supports the conclusion that being proactive in responding to these conflicting pressures and barriers helps organizations to achieve higher levels of performance.