Understanding the long-term influence of EIA on organisational learning and transformation |
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| Institution: | 1. Environmental and Conservation Sciences, Murdoch University, Australia;2. Environmental and Conservation Sciences, Murdoch University, Australia, Research Unit for Environmental Sciences and Management, North-West University, South Africa;1. Institute of Biological and Health Sciences, Federal University of Alagoas, Maceió, Brazil;2. Instituto de Geografia, Universidade do Estado do Rio de Janeiro, Rio de Janeiro, Brazil;3. School of Geography and the Environment, University of Oxford, Oxford, UK;4. Instituto de Pesquisas Ecológicas (IPÊ), Nazaré Paulista, Brazil;1. Science, Society and Sustainability (3S) Research Group, School of Environmental Sciences, University of East Anglia, Norwich NR4 7TJ, United Kingdom;2. Department of Development and Planning, Aalborg University, A.C. Meyers Vænge 15, DK-2450 København SV, Denmark;3. School of Geo and Spatial Sciences, Internal Box 375, North West University (Potchefstroom campus), South Africa;1. Department of Development and Planning, Aalborg University, Aalborg, Denmark;2. Copernicus Institute of Sustainable Development, Utrecht University, Utrecht, The Netherlands;3. Department of Urban and Rural Development, Swedish University of Agricultural Sciences, Uppsala, Sweden;4. Forest and Nature Conservation Group, Wageningen University and Research Centre, Wageningen, The Netherlands;1. Department of Civil, Construction-Architectural and Environmental Engineering, University of L''Aquila, L''Aquila, Italy;2. Department of Architecture, University ‘G. D''Annunzio’ Chieti-Pescara, Pescara, Italy;1. Natural Resources Institute, University of Manitoba, Winnipeg, MB R3T 2N2, Canada;2. Department of Environmental Studies and Sciences, University of Winnipeg, 515 Portage Avenue, Winnipeg R3B 2E9, Canada |
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| Abstract: | This research is an attempt to verify the notion postulated by Robert Bartlett and Lynton Caldwell that the full benefits of environmental impact assessment (EIA) would take decades to be realized. While EIA is intended to directly influence decision-making regarding new development proposals, the process is also expected to lead to organisational learning and transformation over time. Our aim was to examine the influence of EIA on a single Western Australian proponent with sustained experience in the process to understand how EIA is used within the organisation and to seek evidence of transformation of the organisation's purpose and mission. The research reviewed literature in order to identify key influences of EIA on organisations, along with semi-structured staff interviews and document analysis for the case study organisation. Ascertaining causality that involvement in EIA processes influences or effects organisational learning and transformation is a challenge in the face of other societal events. Document analysis and interviewee data indicates that the action-forcing nature of EIA did influence proponent behavior through the creation of internal processes seeking to ensure robust design of new projects that would satisfy environmental protection expectations, without the need to trigger formal EIA. Evidence of EIA values and thinking were apparent within internal documentation, including the evolving mission statement. Our research indicates that participation in the EIA process can positively influence organisational learning and transformation by guiding internal change for decision-making. |
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