| Abstract: | Implementing environmentalism in the internal operations of a firm requires a reassignment of responsibilities and functions. New job tasks are created while old ones are altered to incorporate new perspectives and responsibilities that reflect broader societal demands. In essence, what evolves is a new firm, but what exactly does this mean? After a broad analysis of the environmental transformation of American industry, four basic changes within the organizational framework of dealing with environmentalism are identified: an evolution of the environmental management function, alteration of the overall structure of the organization, expansion of the boundaries of the firm, and changes in corporate culture. The author shows how these shifts occur in sequential order as increasing uncertainty promotes the search for answers from more diverse sources. Ultimately, as environmentalism continues to evolve, it increasingly infuses itself into the corporate culture. The following article presents this model and a case study of the Amoco Corporation. |
