ABSTRACT
The best way of categorising the drive behind any corporate greening process is to determine whether the main goal is “playing to win”; “playing not to lose”; or combining the two and redefining the company’s mission statement in this way. For many companies, the transition to green business practices fits into a general corporate social responsibility agenda. Executive commitment is obviously a key to the adoption and implementation of a green business strategy–especially in centralised firms controlled by all-powerful headquarters. Corporate greening processes occur in contexts shaped by organisations’ general culture. The only constant in modern organisational greening processes is that they involve too many stakeholders to ever be considered linear or one-dimensional. In general, managers will want to concentrate greening measurements on those environmental indicators that are most relevant to the specific fields where their company operates. The best green auditing tends to scrutinise a narrowly defined area in great depth rather than treating a wider dataset more superficially.
