Adding Dynamic Innovation to Environmental Management Systems

Over the last two decades, a number of organizations have implemented Environmental Management Systems (EMS) to assure a systematic approach and continuous improvements. Such systems include a number of “rules” for specific actions to be taken by members of the organization in given situations. While such procedures may ensure a certain level of environmental effort they also tend to favor a learning style in the organization based on optimization of already known actions. This is among other things due to the fact that a certified EMS should include regular audits, and to the people in the organization it may become a purpose in itself to avoid failures that may lead to a nonconformity remark in the audit report. How then encourage a more dynamic and experimenting learning style that may support the requirements for continuous improvements, enhance cooperation with stakeholders and add to the ongoing development of the organization?

Based on a case study in a global, but Danish based production company, the paper discusses the development of more dynamic, yet still systematic, environmental effort in organizations by introducing a matrix structure of the environmental management. In the matrix, the traditional EMS related to specific functions is supplemented by knowledge sharing and learning points based on creation of communities of practice across the company. These communities are closely related to development of meaning in the daily practice of the people involved and may go beyond the borders of the organization by including relevant stakeholders.