What can we learn from pre-industrial societies and organizations to achieve a sustainable development? As the pressure on organizations for a more sustainable world is increasing, some suggest that pre-industrial societies have lessons to teach. Organizations studies have borrowed very little from anthropology studies and have therefore not benefited from the cultural analysis they provide. This paper digs into this untapped reservoir of knowledge, and suggests a twofold discussion. The first part presents counterintuitive results that dismiss common assumptions: indigenous organizations (...) are not more conservationist than modern organizations, their dependence upon nature has translated into cultural practices which were hastily interpreted as forms of respect, their interest for the natural environment being rather guided by survival and cultural autonomy. Whereas tribal groups are dependent upon natural resources and cycles, modern societies and organizations have used technology to exploit the natural world. Yet, modern societies and organizations can benefit from knowledge withheld by indigenous cultural groups. I conclude on the idea that a sustainable model is yet to be found, and that a new paradigm of individual and group behavior has to emerge to confront environmental degradation and scarcity of natural resources. (shrink)

Previous research has been looking for evidence of a correlation between social performance and financial performance. This paper suggests that social issues bring new knowledge within the processes of the organization, a knowledge that is integrated in the innovation process. An empirical study conducted in the flavor and fragrance industry demonstrates that social and ethical issues translate into data and knowledge through four processes: knowledge flows, social exchange, experiential learning and collaborative dynamics. These results are analyzed and briefly discussed.

I propose an ethnographic study on the incremental transformation of identity. Through an analysis of managerial perceptions of stakeholder influence, I suggest that identity is adaptive rather than enduring and that, to explain adaptive identity, group identity is more appropriate than an organizational identity perspective. The case study uses qualitative data collected in organizations manufacturing flavors and fragrances for the large consumer goods industries. The analysis reveals that attributes shared with clannish stakeholders gradually replace attributes of a claimed identity, and (...) that, when confronting hostile stakeholders, organizations act in solidarity with clannish stakeholders. The discussion elaborates on the porosity of identity boundaries and the mobility of attributes, two important mechanisms that have emotional, behavioral, and strategic consequences. (shrink)