The complexities of perceived and empirical reality on environmental performance: Industrial case studies in China, Lithuania and Poland

Abstract

The culture of a company is often cited as the basis for how well that company performs both economically and environmentally. This can also lead to the development and adoption of generic management approaches that fail to adequately acknowledge the existence of multiple cultures within the organization or the potential disjuncture between how performance is perceived by personnel and any attempts to measure that performance in an 'objective' manner. This failure to respond to the complexity of multiple cultures and perceived performance and the instigation of over-arching management systems can discourage constructive dissent and hinder the related capacity for innovation and improvement. This paper draws upon research into the level of congruence between perceived and objective measures of environmental performance in thirteen factories from the heavy industrial sector in China and Eastern Europe. It presents findings that suggest managerial interactions, both laterally and vertically, are mediated by socio-cultural networks within and between family, community and workplace, resulting in a high level of unbounded complexity that influences the alignment between perceived and objective environmental realities.