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Sustainable leadership: management control systems and organizational culture in Novo Nordisk A/S

Sustainable leadership: management control systems and organizational culture in Novo Nordisk A/S Purpose – The purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture. Design/methodology/approach – The paper is based on a single case study of Novo Nordisk A/S. Findings – The paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice. Research limitations/implications – Future research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice. Practical implications – The paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability. Originality/value – The paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Corporate Governance Emerald Publishing

Sustainable leadership: management control systems and organizational culture in Novo Nordisk A/S

Mette Morsing; Dennis Oswald
Corporate Governance , Volume 9 (1): 17 – Feb 18, 2009
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References (46)

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1472-0701
DOI
10.1108/14720700910936083
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to demonstrate how top managers seek to provide the necessary leadership inside an organisation when sustainability is a primary strategic objective, and the paper seeks to ask to what extent it is possible to influence sustainability at the operational level by contemporary management control systems as it proposes to integrate the perspective of organizational culture. Design/methodology/approach – The paper is based on a single case study of Novo Nordisk A/S. Findings – The paper concludes by asking questions to managerial practice as well as to theory, concerning to what extent sustainability practices are measured by concurrent management control systems, and to what extent organizational culture perspective is a necessary prerequisite to manage and control sustainable leadership practice. Research limitations/implications – Future research should engage in exploring informal and organizational cultural aspects of how managers control the integration of sustainability into business practice. Practical implications – The paper is based on a single case study of a company internationally known for its high standards of sustainable leadership practice, and the conclusions therefore provide guidelines for other managers considering ways of integrating sustainability. Originality/value – The paper brings new attention to the appropriateness of existing management control systems when managers attempt to control sustainability practices and it suggests the importance of organizational culture in an original case study of Novo Nordisk A/S.

Journal

Corporate Governance – Emerald Publishing

Published: Feb 18, 2009

Keywords: Economic sustainability; Control systems; Organizational culture

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