ABSTRACT
This chapter outlines one quantitative approach towards analysing corporate cultures and reports the main findings of a comparative study of five UK paper producers by describing the core cultural beliefs and their dispersal within these organisations. The Role of Human Resources Management in the process of environmental management is essentially one of implementing, facilitating and managing change into the work processes and motivations of staff. However, to ensure motivation of staff towards the organisation generally, and towards environmental management in particular, it is relevant that personal work attitudes and the perceived organisational culture have substantial overlaps and are at least in most aspects congruent to each other. After a description of those organisational features that were found to be positively associated with improved environmental performance, the chapter outlines characteristics of environmental corporate cultures. The chapter concludes with a critique of the implications of this research for environmental ethics.
