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dc.contributor.authorRenukappa, Suresh
dc.contributor.authorAL SHEBLI, AHMED
dc.contributor.authorSuresh, Subashini
dc.date.accessioned2017-06-27T13:46:54Z
dc.date.available2017-06-27T13:46:54Z
dc.date.issued2017-06-29
dc.identifier.citationRenukappa, S., Al Shebli, A. and Suresh, S. (2017) ‘Drivers for embedding sustainability strategies within the Abu Dhabi public sector organisation: an empirical study’, Middle East Journal of Management, 4 (2) pp. 171 - 184 doi: 10.1504/MEJM.2017.084970
dc.identifier.issn2050-3644
dc.identifier.doi10.1504/MEJM.2017.084970
dc.identifier.urihttp://hdl.handle.net/2436/620539
dc.description.abstractPublic sector organisations are being encouraged to embed sustainably strategies, to reduce their environmental footprint and improve social responsibility. A critical review of literature indicate that there is no empirical research reported on the key drivers for implementing sustainability initiatives in Abu Dhabi public sector organisations, which is the core objective of this paper. Given the relatively new and unexplored nature of the research problem, the qualitative research methodology was adopted. In total, 60 semistructured interviews were conducted to collect data, which was then analysed using content analysis for inference and conclusion. The data analysis revealed five key drivers that have fuelled the need for implementing sustainability initiatives. A complex mix of political, economic, social and environmental forces drives the Abu Dhabi public sector organisations to embed sustainability initiatives. Therefore, before organisations imbed sustainability initiatives they need to understand and recognise key drivers, which are pushing them towards implementation in order for them to be competitive.
dc.language.isoen
dc.publisherInderscience Enterprises Ltd
dc.relation.urlhttp://www.inderscience.com/jhome.php?jcode=MEJM
dc.subjectcost reduction
dc.subjectenvironmental sustainability
dc.subject; leadership commitment
dc.subjectreputation and sustainability initiatives
dc.titleDrivers for embedding sustainability strategies within the Abu Dhabi public sector organisation: an empirical study
dc.typeJournal article
dc.identifier.journalMiddle East Journal of Management
dc.date.accepted2017-05-31
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUoW2706SS
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0
rioxxterms.licenseref.startdate2018-05-01
dc.source.volume4
dc.source.issue2
refterms.dateFCD2018-07-26T07:58:47Z
refterms.versionFCDAM
refterms.dateFOA2018-05-01T00:00:00Z
html.description.abstractPublic sector organisations are being encouraged to embed sustainably strategies, to reduce their environmental footprint and improve social responsibility. A critical review of literature indicate that there is no empirical research reported on the key drivers for implementing sustainability initiatives in Abu Dhabi public sector organisations, which is the core objective of this paper. Given the relatively new and unexplored nature of the research problem, the qualitative research methodology was adopted. In total, 60 semistructured interviews were conducted to collect data, which was then analysed using content analysis for inference and conclusion. The data analysis revealed five key drivers that have fuelled the need for implementing sustainability initiatives. A complex mix of political, economic, social and environmental forces drives the Abu Dhabi public sector organisations to embed sustainability initiatives. Therefore, before organisations imbed sustainability initiatives they need to understand and recognise key drivers, which are pushing them towards implementation in order for them to be competitive.


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