How have two Norwegian organizations managed to enhance attitudes for change among employees to develop and use digital sustainability solutions?

Abstract

This master thesis aims to investigate how Mesta and Norsk Gjenvinning have enhance attitudes for change among employees in order to implement digital sustainable solutions. Through a qualitative method and a narrative approach we have been able to see patterns between the two organizations. We have discovered that Mesta and Norsk Gjenvinning had surprisingly similar involvement of the employees. Both organization emphasized that employee`s attitudes had been essential to reach their objectives. To strengthen attitudes that enforced a culture for organizational sustainable change both organizations emphasized that transparency, openness and involvement were essential. Mesta focused especially on including the employees and encouraged them to come up with sustainable solutions that could be implemented. Whereas, Norsk Gjenvinning focused on using informal employees to strengthen the change message. Moreover, digitalization has made both organizations more sustainable and efficient. Firstly, digitalization has made it possible for Mesta and Norsk Gjenvinning to implement systems that enables them to get an overview over the utilization and environmental cost of their machines and projects. Secondly, it has made it possible to manage and view the actions in order to become more sustainable. Further, we have throughout this thesis seen how broad the term sustainability is, and that both organizations have emphasized the inter-relationship between people, planet and profit as a part of their sustainable work.