Definitions and organizational practice of sustainability in the for-profit sector of Nova Scotia

The term “sustainability” has been a part of local, national, and international environmental discussions for well over a decade. First legitimized by the United Nations in 1987 with the release of the Brundtland Commission and Our Common Future (WCED, 1987), the term “sustainability” is now often used in more mainstream contexts. However, given our continued global ecological decline (Millennium Ecosystem Assessment, 2005), the question remains: do decision makers within organizations really have a clear idea of what sustainability is? Further, are they able to communicate that vision in such a way as it can be operationalized within their organizations?Organizations are faced with a high degree of uncertainty when attempting to move towards sustainability. The immense amount of literature and information available about the concept is daunting, especially for harried managers of small businesses who must respond to many competing needs and interests. Although many concepts, frameworks, and tools are available for business executives to use, there have been relatively less attempts to develop a rigorous, applied definition of sustainability that can be clearly understood, implemented, and measured within and across organizations. Given the abundance of concepts, frameworks, and tools, with the corresponding dearth of overarching frameworks, one may wonder what are executives learning from all this literature, and how it is being diffused into strategy, planning, and operations? This study aims to gain insight into executives’ thinking around definitions and the implementation of sustainability practices in Nova Scotia. The findings of this study indicate that there are three key relationships of significance in this area including: type of definition and ease of articulation; type of definition and type of experience; and type of definition, type of experience, and integration of strategic and operational planning.