The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making | Environmental Science & Sustainable Development

<!DOCTYPE html> <html lang="en-US" xml:lang="en-US"> <head> <meta charset="utf-8"> <meta name="viewport" content="width=device-width, initial-scale=1.0"> <meta name="generator" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making | Environmental Science & Sustainable Development- Novelty 1.1 by openjournaltheme.com"> <meta name="title" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making | Environmental Science & Sustainable Development"> <title> The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making | Environmental Science & Sustainable Development </title> <meta name="generator" content="Open Journal Systems 3.3.0.13"> <link rel="schema.DC" href="https://purl.org/dc/elements/1.1/" /> <meta name="DC.Creator.PersonalName" content="Laetitia Van der Merwe"/> <meta name="DC.Creator.PersonalName" content="Calayde Davey"/> <meta name="DC.Date.created" scheme="ISO8601" content="2024-07-01"/> <meta name="DC.Date.dateSubmitted" scheme="ISO8601" content="2024-05-27"/> <meta name="DC.Date.issued" scheme="ISO8601" content="2024-07-01"/> <meta name="DC.Date.modified" scheme="ISO8601" content="2024-08-06"/> <meta name="DC.Description" xml:lang="en" content="The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformation's importance in driving positive environmental and social outcomes."/> <meta name="DC.Format" scheme="IMT" content="application/pdf"/> <meta name="DC.Identifier" content="1085"/> <meta name="DC.Identifier.pageNumber" content="01-07"/> <meta name="DC.Identifier.DOI" content="10.21625/essd.v9i2.1085"/> <meta name="DC.Identifier.URI" content="https://press.ierek.com/index.php/ESSD/article/view/1085"/> <meta name="DC.Language" scheme="ISO639-1" content="en"/> <meta name="DC.Rights" content="Copyright (c) 2024 Laetitia L. Van der Merwe, Calayde Davey"/> <meta name="DC.Rights" content="http://creativecommons.org/licenses/by/4.0"/> <meta name="DC.Source" content="Environmental Science & Sustainable Development"/> <meta name="DC.Source.ISSN" content="2357-0857"/> <meta name="DC.Source.Issue" content="2"/> <meta name="DC.Source.Volume" content="9"/> <meta name="DC.Source.URI" content="https://press.ierek.com/index.php/ESSD"/> <meta name="DC.Subject" xml:lang="en" content="Organisational structure"/> <meta name="DC.Subject" xml:lang="en" content="Organisational culture"/> <meta name="DC.Subject" xml:lang="en" content="Digitalisation"/> <meta name="DC.Subject" xml:lang="en" content="Data-driven decision-making"/> <meta name="DC.Subject" xml:lang="en" content="Organisational decision-making"/> <meta name="DC.Title" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making"/> <meta name="DC.Type" content="Text.Serial.Journal"/> <meta name="DC.Type.articleType" content="Research Papers"/> <meta name="gs_meta_revision" content="1.1"/> <meta name="citation_journal_title" content="Environmental Science & Sustainable Development"/> <meta name="citation_journal_abbrev" content="ESSD"/> <meta name="citation_issn" content="2357-0857"/> <meta name="citation_author" content="Laetitia Van der Merwe"/> <meta name="citation_author_institution" content="Lecturer, Built Environment and Information Technology Department, Faculty of Engineering, University of Pretoria, South Africa"/> <meta name="citation_author" content="Calayde Davey"/> <meta name="citation_author_institution" content="Senior Lecturer of Architecture, University of Pretoria, South Africa"/> <meta name="citation_title" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making"/> <meta name="citation_language" content="en"/> <meta name="citation_date" content="2024/07/01"/> <meta name="citation_volume" content="9"/> <meta name="citation_issue" content="2"/> <meta name="citation_firstpage" content="01"/> <meta name="citation_lastpage" content="07"/> <meta name="citation_doi" content="10.21625/essd.v9i2.1085"/> <meta name="citation_abstract_html_url" content="https://press.ierek.com/index.php/ESSD/article/view/1085"/> <meta name="citation_keywords" xml:lang="en" content="Organisational structure"/> <meta name="citation_keywords" xml:lang="en" content="Organisational culture"/> <meta name="citation_keywords" xml:lang="en" content="Digitalisation"/> <meta name="citation_keywords" xml:lang="en" content="Data-driven decision-making"/> <meta name="citation_keywords" xml:lang="en" content="Organisational decision-making"/> <meta name="citation_pdf_url" content="https://press.ierek.com/index.php/ESSD/article/download/1085/1057"/> <meta name="citation_reference" content="Agarwa, R., Chandrasekaran, S., & Sridhar, M. 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It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformations importance in driving positive environmental and social outcomes."> <meta name="og:description" content="The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformations importance in driving positive environmental and social outcomes."> <meta name="copyright" content="Environmental Science & Sustainable Development - " /> <meta name="keywords" content="Organisational structure,Organisational culture,Digitalisation,Data-driven decision-making,Organisational decision-making">  <meta property="og:type" content="article"> <meta property="og:url" content="https://press.ierek.com/index.php/ESSD/article/view/1085"> <meta property="og:title" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making"> <meta property="og:description" content="The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformation's importance in driving positive environmental and social outcomes.">  <meta property="twitter:card" content="summary_large_image"> <meta property="twitter:url" content="https://press.ierek.com/index.php/ESSD/article/view/1085"> <meta property="twitter:title" content="The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making"> <meta property="twitter:description" content="The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. 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style="color: #84b9f5" data-toggle="tooltip" data-placement="top" title="laetitia.cook@up.ac.za"> </i> Laetitia L. Van der Merwe <sup>(1)</sup><span>,</span> </span> <span class="author my-4"> Calayde Davey <sup>(2)</sup> </span> </div> <div class="item mt-2" style="font-style: italic; font-size:0.8em; color:#6e6e6e;"> <div> (1) <span class="author-affiliation" data-author-id="2022">Lecturer, Built Environment and Information Technology Department, Faculty of Engineering, University of Pretoria, South Africa</span><span class="author-country" data-author-id="2022">, South Africa</span><span class="author-affiliation-last-comma" data-author-id="2022">,</span> </div> <div> (2) <span class="author-affiliation" data-author-id="2033">Senior Lecturer of Architecture, University of Pretoria, South Africa</span><span class="author-country" data-author-id="2033">, South Africa</span> </div> </div> </div> </div> <div class="doi_dimension col-md-12 my-2"> <div class="col-md-12"> <div class="doi"> <a href="https://doi.org/10.21625/essd.v9i2.1085"> https://doi.org/10.21625/essd.v9i2.1085 </a> </div> </div> <div class="col-md-12"> <span class="__dimensions_badge_embed__ pull-lg-right" data-doi="10.21625/essd.v9i2.1085" data-style="large_rectangle"></span> </div> </div> <div class="crossmark">  <a href="#" class="crossmark_button ml-auto" data-target="crossmark"> <img src="https://crossmark-cdn.crossref.org/widget/v2.0/logos/CROSSMARK_Color_horizontal.svg" width="150" /> </a>  </div> <script async src="https://crossmark-cdn.crossref.org/widget/v2.0/widget.js"></script> </div> </header> <div class="row article_content"> <section class="article-sidebar col-md-12"> <h2 class="sr-only">Article Sidebar</h2> <div class="list-group col-md-12 pr-0"> <div class="row mb-4"> <div class="issue_identification col-md-6"> <strong>Issue</strong></br> <a class="title" href="https://press.ierek.com/index.php/ESSD/issue/view/82"> Vol. 9 Issue 2 (2024) </a> </div> <div class="col-md-6 date-list pr-0 py-4"> <div class="detail col-md-6 col-xs-6 "> <strong>Submitted</strong> </br> <span class="date">May 27, 2024</span> </div> <div class="detail col-md-6 col-xs-6 pull-right"> <strong>Published</strong></br> <span class="date">July 1, 2024</span> </div> </div> </div> <div class="keywords pt-4 pt-md-0"> <strong> Keywords:</strong> <div class="item"> <ul class="value mb-4 pt-2 pb-4 pt-md-0 pb-md-0 mb-md-0 pl-0"> Organisational structure, Organisational culture, Digitalisation, Data-driven decision-making, Organisational decision-making </ul> </div> </div> <div class="download col-md-12 col-xs-12 pl-0"> <a class="galley-link btn btn-primary pdf" href="https://press.ierek.com/index.php/ESSD/article/view/1085/1057"> PDF </a> </div> </div> </section> <div class="row tabbed_section"> <div class="col-md-12 article_content"> <div class="tabbable-panel px-4 mx-2"> <div class="tabbable-line"> <ul class="nav nav-tabs "> <li class="active"> <a href="#abstract" data-toggle="tab"> <svg class="icon line-color" width="18" height="18" id="folder-alt" data-name="line color" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24"> <path id="primary" d="M3,20V5A1,1,0,0,1,4,4H8a1,1,0,0,1,.71.29l2.41,2.42a1,1,0,0,0,.71.29H17a1,1,0,0,1,1,1v3" style="fill: none; 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stroke-width: 1.5;"> </path> </svg> How to Cite </a> </li> <li> <a href="#licensing" data-toggle="tab"> <svg class="icon line-color" width="18" height="18" id="link-alt2" data-name="Line color" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24"> <path id="primary" d="M14.5,9.5a3.54,3.54,0,0,1,0,5l-5,5a3.54,3.54,0,0,1-5,0h0a3.54,3.54,0,0,1,0-5" style="fill: none; stroke: rgb(101, 45, 144); stroke-linecap: round; stroke-linejoin: round; stroke-width: 1.5;"> </path> <path id="secondary" d="M19.5,9.5a3.54,3.54,0,0,0,0-5h0a3.54,3.54,0,0,0-5,0l-5,5a3.54,3.54,0,0,0,0,5h0" style="fill: none; stroke: rgb(246, 146, 30); stroke-linecap: round; stroke-linejoin: round; stroke-width: 1.5;"> </path> </svg> License </a> </li> </ul> <div class="tab-content"> <div class="tab-pane fade in active" id="abstract"> <div class="article-summary animatedParent" id="summary"> <h2 class="animated fadeIn">Abstract</h2> <div class="article-abstract"> <p>The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements.</p><br /> <p>Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress.</p><br /> <p>The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformation's importance in driving positive environmental and social outcomes.</p> </div> </div> <div class="XML_generated"> <div class="xml_description row "> <div class="col-md-6"> <h2 class="full_articles"> Full text article</h2> </div> <div class="col-md-6"> <small class="pull-right">Generated from XML file </small> </div> </div> <div class="clearfix"></div> </div> <div class="article-references mt-4 pt-2 animatedParent"> <h2 class="animated fadeIn slow">References</h2> <div class="article-references-content"> <p>Agarwa, R., Chandrasekaran, S., & Sridhar, M. (2016). Imagining construction’s digital future: The industry needs to change; here’s how to manage it. Singapore: McKinsey Productivity Sciences Center. <a href="https://www.mckinsey.com/capabilities/operations/our-insights/imagining-constructions-digital-future">https://www.mckinsey.com/capabilities/operations/our-insights/imagining-constructions-digital-future</a> </p> <p>Indeed. (2022). Traditional Organization Structure: Definition and Differences. Indeed Editorial Team. <a href="https://www.indeed.com/career-advice/career-development/traditional-organization-structure">https://www.indeed.com/career-advice/career-development/traditional-organization-structure</a> </p> <p>JLL Global Research. (2022). Technology and innovation in the hybrid age. Chicago, IL: Jones Lang LaSalle IP, Inc. <a href="https://www.jll.co.za/en/trends-and-insights/research/real-estate-technology-in-the-hybrid-age">https://www.jll.co.za/en/trends-and-insights/research/real-estate-technology-in-the-hybrid-age</a> </p> <p>Laloux, F. (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness. Brussels: Nelson Parker. </p> <p>Lee, M. Y., & Edmondson, A. C. (2017). Self-managing organizations: Exploring the limits of less-hierarchical organizing. Research in Organizational Behavior, 37(1), 35-58. <a href="https://www.researchgate.net/publication/319550780_Selfmanaging_organizations_Exploring_the_limits_of_less-hierarchical_organizing">https://www.researchgate.net/publication/319550780_Selfmanaging_organizations_Exploring_the_limits_of_less-hierarchical_organizing</a> DOI: <a href="https://doi.org/10.1016/j.riob.2017.10.002">https://doi.org/10.1016/j.riob.2017.10.002</a> </p> <p>Moradi, E., Jafari, S., Doorbash, Z., & Mirzaei, A. (2021). Impact of organizational inertia on business model innovation, open innovation and corporate performance. Asia Pacific Management Review, 26(4), 171-179. <a href="https://www.sciencedirect.com/science/article/pii/S1029313221000038">https://www.sciencedirect.com/science/article/pii/S1029313221000038</a> DOI: <a href="https://doi.org/10.1016/j.apmrv.2021.01.003">https://doi.org/10.1016/j.apmrv.2021.01.003</a> </p> <p>Puybaraud, M. (2022). JLL Global Research: Resilience in the built environment: How can organizations prepare for future disruption and thrive? Chicago, IL: JLL Global Research. <a href="https://www.us.jll.com/en/trends-and-insights/research/resilience-in-the-built-environment">https://www.us.jll.com/en/trends-and-insights/research/resilience-in-the-built-environment</a> </p> <p>Starr, W., Saginor, J., & Worzala, E. (2021). The rise of Proptech: Emerging industrial technologies and their impact on real estate. Journal of Property Investment & Finance, 39(2), 157-170. <a href="https://www.emerald.com/insight/content/doi/10.1108/JPIF-08-2020-0090/full/html">https://www.emerald.com/insight/content/doi/10.1108/JPIF-08-2020-0090/full/html</a> DOI: <a href="https://doi.org/10.1108/JPIF-08-2020-0090">https://doi.org/10.1108/JPIF-08-2020-0090</a> </p> <p>Simon, H. A. 1982. Models of bounded rationality. Volume 1: Economic Analysis and Public Policy. Volume 2: Behavioural Economics and Business Organization. Cambridge, MA: MIT Press. </p> <p>Suarez, F. F., & Montes, J. (2020). Building Organizational Resilience. Harvard Business Review: Decision Making and Problem Solving. <a href="https://hbr.org/2020/11/building-organizational-resilience">https://hbr.org/2020/11/building-organizational-resilience</a> </p> <p>Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10/11), 1147-1161. <a href="https://doi.org/10.1002/1097-0266(200010/11)21:10/11">https://doi.org/10.1002/1097-0266(200010/11)21:10/11</a><1147::AID-SMJ128>3.0.CO;2-R DOI: <a href="https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R">https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R</a> </p> <p>United Nations Environment Programme and Yale Center for Ecosystems + Architecture. (2023). Building materials and the climate: Constructing a new future. <a href="https://wedocs.unep.org/20.500.11822/43293">https://wedocs.unep.org/20.500.11822/43293</a> DOI: <a href="https://doi.org/10.59117/20.500.11822/43293">https://doi.org/10.59117/20.500.11822/43293</a> </p> <p>Volberda, H., Khanagha, K., Baden-Fuller, C., Mihalache, O., & Birkinshaw, J. (2021). Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms. Long Range Planning, 54(5), 102110. <a href="https://doi.org/10.1016/j.lrp.2021.102110">https://doi.org/10.1016/j.lrp.2021.102110</a> DOI: <a href="https://doi.org/10.1016/j.lrp.2021.102110">https://doi.org/10.1016/j.lrp.2021.102110</a> </p> </div> </div> </div> <div class="tab-pane fade" id="authors"> <h2 class="">Authors</h2> <div class="authors"> <div class="author my-4"> <strong>Laetitia L. Van der Merwe</strong> <div class="article-author-affilitation"> Lecturer, Built Environment and Information Technology Department, Faculty of Engineering, University of Pretoria, South Africa </div> <div class="primary_contact"> <i class="fa fa-envelope-o"> </i> <a href="/cdn-cgi/l/email-protection" class="__cf_email__" data-cfemail="dcb0bdb9a8b5a8b5bdf2bfb3b3b79ca9acf2bdbff2a6bd">[email protected]</a> (Primary Contact) </div> </div> <div class="author my-4"> <strong>Calayde Davey</strong> <div class="article-author-affilitation"> Senior Lecturer of Architecture, University of Pretoria, South Africa </div> </div> </div> </div> <div class="tab-pane fade" id="citation"> <div class="panel panel-default how-to-cite"> <div class="panel-body"> <div id="citationOutput" role="region" aria-live="polite"> <div class="csl-bib-body"> <div class="csl-entry">Van der Merwe, L., & Davey, C. (2024). 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The Role of Organisational Culture and Structure in Data-driven Green Policy and Decision-making | Environmental Science & Sustainable Development