How and why do organizations approach greening? How can we conceptualize approaches and how can we encourage reflexive dialogues on them? These are the main questions addressed in this qualitative study on organizational greening. The study sets off by discussing matters of research philosophy, arguing that our trust in science ought to be revised and that a more postmodern and constructionist philosophy might be a way to go. This is then followed by a theoretical review, showing that organizational studies have a history in environmental issues, but that it is basically technocentric in orientation. A more reflexive organizational approach is suggested. The empirical part of the study is based on qualitative research of five case studies, representing a mix of organizations situated in Sweden, all with an explicit ambition to approach greening. The analyses target the organizations' approaches from practice to assumptions, pointing at the commonalities as well as the tensions. Basically, greening was an issue for all studied organizations, but an increasing pressure to market-orient their operations in line with the business rhetoric dominated their identity construction. The environment was included if there were opportunities of win-win situations between environment and economy in sight. Once embarked upon, the organizations tended to focus on technocratic practices, developing or implementing management systems, product development indexes, life-cycle methodologies and other tools. On a more philosophical level, in the study referred to as the worldview level, the approaches were predominandy characterized by a representative epistemology and a dualistic ontology, that is, they were clearly anthropocentric. With a base in these findings, an alternative approach is discussed as a way out, or as a way of constructing a reflexive dialogue on greening. This is partly based on the tensions within and between the cases, which encouraged reflections on how greening was approached. In the alternative, organizations are seen as actors on a symbolic agora where transparency, participation and self-reflexivity are keys to organizational legitimacy. This view frames organizations in the dominating approach as agoraphobic producers of materialistically dependent satisfiers. The alternative also targets the limits of a preference and materialistically oriented view on die satisfaction of human needs. Instead, it is argued that environmental and cultural sensitivity should be acknowledged as natural parts of organizational greening. This, however, demands more room for reflexive dialogues encouraging ontological awareness and a respect for more ecocentric views. / digitalisering@umu

由於全球環境問題的日益嚴重與國際化，以及民眾環境意識的提升，國際環保公約以及國際環保標準陸續的被制定與公佈，以因應環境問題。有鑑於此，領先約企業也逐步發展同時嘉惠企業、消費者、環境的三贏策略，期望「綠色創新」能夠成為另一種企業競爭力的來源。 本研究將環境管理理論做一回顧，也對 Piasecki 及溫肇東的「企業環境策略與管理理論」做了更進一步的強化，並輔以相關的組織理論，包括組織演化論、轉型領導論、組織學習論、策略選擇論、自然選擇（生態）論、及機構論等。並藉由個案分析，期望能夠對組織綠化提供一些田野實證研究，並嘗試回答下列幾個問題： 1．組織綠化的啟始動機為何？ 2．組織推動了哪些綠化的行動？ 3．組織綠化會對組織造成何種影響？ 4．組織綠化過程中有哪些組織理論是可以應用得上的？ 本研究的研究對象分成兩部份，第一部份是次級資料個案內容分析，蒐集他人直接間接對於國內外組織綠化的研究個案；第二部份則是重要組織個案實地訪查，本研究選取了三個單位，分別是企業界的永豐餘造紙、科技研究發展單位工業技術研究院，以及媒體天下雜誌。 本研究在經過文獻回顧與探討，蒐集多家國內外企業組織在組織綠化上做法的相關次級資料，以及實地訪談永豐餘造紙、工研院以及天下雜誌推動組織綠化的情況之後，針對研究問題歸納出下列 13 個研究發現： 研究發現 1 組織型態不同，綠化壓力來源不同 研究發現 2 組織在推動綠化時，都會訂定環境政策 研究發現 3 推動綠化的組織，其高階管理者多是組織的綠色領袖 研究發現 4 組織推動綠化時多設有環保專責組織、人員，或由任務編組成立環境委員會。主要的職責多為訂定政策、目標，以及注意法規的發展 研究發現 5 推動組織綠化會引進新的知識或管理工具 研究發現 6 有些組織是以透過技術提升來推動綠化工作 研究發現 7 組織的綠化會透過獎勵來鼓勵員工推動綠化工作 研究發現 8 企業仍可透過傳統組織溝通的方式傳達綠色訊息 研究發現 9 透過組織綠化行動可塑造出綠色企業文化 研究發現 10 國外企業組織較重視對外環保溝通，尤其是與社區的關係 研究發現 11 組織綠化也會透過策略聯盟的方式進行 研究發現 12 組織推動綠化獲得的效益最明顯的是成本的節省、銷售量提升以及增強競爭力 研究發現13 組織對於環保的回應是處於被動／反應與接納性／參與之間 / Because of the more and more serious worldwide environmental problems andglobal badly pollution enents, the wave of the international environmentalconvention and the international environmental protection standard undoubtedlyhas become the unavoidable issue to run an enterprise. According to this, theleading enterprises start to gradually develop the three-win strategy which can benefit the enterprise, the consumer, and the environment at the same time.With the three-win strategy, we hope that environmentalists will not be illagainst the enterprises and that greening can become another source of enterprise competitive capability. The dissertataion not only widely review the environmental management theory, but also reinforce Piasecki and Chao-Tung Wen's "Corporate EnvironmentalStrategy and Management Theory" with the study of related organizational theoryby case analysis. We expect to provide organizational greening with positiveresearches and try to answer the raised questions below.1.What is the motivation of organizational greening?2.What greening actions have the organizations taken?3.What impact on organizations does the organizational greening have?4.Which organizational theory can be applied in the process of organizationalgreening have? The dissertation take the five elements form Piasecki and Chao-Tung Wen'senvironmental strategy and management structure as five analysis dimensions, which are strategic recognition and commitment, new title and functions, newmanagement tools, einvornmental communication, and strategic alliance. After reviewing the papers and case analysis physically, the dissertationhas thirteen research findings.