ABSTRACT
This chapter highlights some of the shortcomings in alleged 'best practices' for engaging employees in sustainability, as adopted by many organisations. It examines both alternative and complementary approaches that can be harnessed to improve the effectiveness of engagement strategies designed to create a culture of sustainability. A number of strategic and tactical process aspects of employee engagement around corporate sustainability have been developed. Competing priorities and change initiatives can also serve to counter a corporation's genuine employee-engagement process at different levels of the business. Employees as individuals can use top-down mechanisms as a way to legitimise their own approach to corporate sustainability, they have to deal with this ambition inside a complex web of competing priorities, where organisational politics may be hostile to corporate sustainability. Corporate sustainability strategy, policies, and performance-management frameworks and processes do help legitimise key corporate sustainability activity.
