Sustainability in Organizations

Abstract

The new conditions of globalization emphasize the importance of a generational future and quality of life in changing scenarios for individuals, organizations and society. In which, each is constantly harassed by uncertainties and market forces, sometimes contradictory.

In this context, sustainability, or sustainability, can be interpreted in different ways, and thus we see that it is understood as producing today and allowing it to be done in the future, complying with social justice for future organizations. In such a way that in the race of competitiveness between organizations it can be interpreted as the current rational use and care of the resource that is exploited, to allow the survival of the organization due to the direct dependence on the useful life horizon of exploitation of the resource. resource.

The point is, then, to accept that sustainability is not a zero draw as Joseph Ling (1998:284-286) points out, since businesses are capable of providing effective communication about areas of exploitation, and help reduce the impact environmental with appropriate use of natural resources, which satisfies present and future needs. In contrast to this, the economic logic of maximum profit acts as a common guide so that, under the protection of productivity theories, the value of current and future natural resources can be evaluated based on the maximum performance to be achieved, and thus we see that if the resource in question gives a greater range of profit in its exploitation than in its conservation, it is materially preyed upon, so immediate economic gain is the present enemy of the environment (Buchholz, 1958: 871-872; Constanza et al., 1999 : 49-51).

On the other hand, resource dependency theorists view the organization as an open system dependent on external organizations and environmental contingencies, where the provision of resources is an ability that can be an organizational strength or weakness. In this sense, the integration of the environmental paradigm in organizations expands the model of interactions of the open organizational system, in a dimension whose points of contact with the outside "inputs" and output responses "outputs" enter into a constant interrelation linked by the transformation (Hodge et al., 1998) to achieve temporary stability of operation, through process reengineering and environmental technologies.