Operationalizing sustainable development suncor energy inc: a critical case

Abstract

The concept of Sustainable Development is often understood as a framework within which organizations are able to move forward in a successful and beneficial manner. However, it is also seen as an ambiguous notion with little substance beyond a hopeful dialogue. If we are to base organizational action upon the concepts of Sustainable Development, it is vital that we comprehend the implications of how the concept is understood at a behavioral level. Industry leaders, competitors, shareholders, and stakeholders recognize Suncor Energy Inc as a leading organization within the Oil and Gas energy field. In particular it has a reputation for proactive thinking and action within the areas of environmental and social responsibility. Through attempting to integrate the ideas of Sustainable Development at a foundational level into the strategic plan, the management of Suncor Energy Inc has committed the organization to be a sustainable energy company. To achieve this vision the organization faces the challenge of converting strategic goals into operational behaviors, a process critical for a successful future. This research focuses on understanding the issues found with this conversion process. Through exploring a critical case, this research illuminates the reality of a best-case scenario. The findings thus have implications for both Suncor Energy Inc and more importantly all other organizations attempting to move in a Sustainable Development direction.