This study investigates the perceptions of employees from Italian water utilities regarding the implementation of sustainability practices, focusing on their priorities and roles as internal stakeholders. Employing Q-methodology, the research identifies differing perspectives among employees, revealing how their organizational roles, personal values, and contexts influence their views on sustainability. Four key priorities emerge: employee motivation and training, leadership and external influences, resource allocation, and stakeholder engagement. These priorities highlight the diversity in how sustainability initiatives are perceived and emphasize the importance of tailoring strategies to align with varying employee perspectives. The findings underscore the necessity of moving beyond one-size-fits-all approaches. Instead, organizations should develop segmented and targeted sustainability programs that address the specific motivations and expectations of distinct stakeholder groups. Such differentiation can enhance employee engagement, foster inclusivity, and improve the overall effectiveness of sustainability efforts. Furthermore, the study emphasizes the transition of sustainability strategies from internal processes to externally-focused efforts that enhance legitimacy and trust among broader stakeholder groups. By integrating proactive and participatory approaches, organizations can create well-defined actions that demonstrate their commitment to addressing environmental and social challenges. These insights offer valuable guidance for water utilities and other sectors aiming to achieve meaningful and sustainable progress in their operations and stakeholder relations.
Questo lavoro di ricerca analizza le percezioni dei dipendenti delle aziende idriche italiane riguardo all'implementazione delle pratiche di sostenibilità, con particolare attenzione alle loro priorità e al loro ruolo come stakeholder interni. Attraverso l’utilizzo della Q-methodology, la ricerca identifica prospettive differenti tra i dipendenti, evidenziando come i loro ruoli organizzativi, valori personali e contesti influenzino la loro visione della sostenibilità. Emergono quattro fattori chiave prioritari: motivazione e formazione dei dipendenti, leadership e influenze esterne, allocazione delle risorse e coinvolgimento degli stakeholder. Questi risultati evidenziano la diversità di percezione delle iniziative di sostenibilità e sottolineano l'importanza di adattare le strategie e i processi per rispondere alle diverse esigenze degli stakeholder. I risultati sottolineano la necessità di superare approcci generici e uniformi. Le organizzazioni dovrebbero invece sviluppare programmi di sostenibilità segmentati e mirati, in grado di rispondere alle specifiche motivazioni e aspettative dei diversi gruppi di stakeholder. Tale differenziazione può rafforzare il coinvolgimento dei dipendenti, favorire l'inclusività e migliorare l'efficacia complessiva delle iniziative di sostenibilità. Inoltre, lo studio evidenzia l'importanza di un'evoluzione delle strategie di sostenibilità, da processi interni a iniziative orientate verso l'esterno, al fine di accrescere la legittimità e la fiducia tra gli stakeholder. Integrando approcci proattivi e partecipativi, le organizzazioni possono definire azioni concrete in merito alla gestione delle sfide ambientali e sociali. Questi risultati offrono valide indicazioni per le aziende idriche e per altri settori che mirano a un progresso sostenibile e significativo nelle loro operazioni e nelle relazioni con gli stakeholder.
Sustainability Implementation and Stakeholder Engagement Organizational Process: a Q methodology research on Italian Water Utilities Employees / Tonoli, Davide. - (2025 Feb 17).
Sustainability Implementation and Stakeholder Engagement Organizational Process: a Q methodology research on Italian Water Utilities Employees
Tonoli, Davide
2025-02-17
Abstract
This study investigates the perceptions of employees from Italian water utilities regarding the implementation of sustainability practices, focusing on their priorities and roles as internal stakeholders. Employing Q-methodology, the research identifies differing perspectives among employees, revealing how their organizational roles, personal values, and contexts influence their views on sustainability. Four key priorities emerge: employee motivation and training, leadership and external influences, resource allocation, and stakeholder engagement. These priorities highlight the diversity in how sustainability initiatives are perceived and emphasize the importance of tailoring strategies to align with varying employee perspectives. The findings underscore the necessity of moving beyond one-size-fits-all approaches. Instead, organizations should develop segmented and targeted sustainability programs that address the specific motivations and expectations of distinct stakeholder groups. Such differentiation can enhance employee engagement, foster inclusivity, and improve the overall effectiveness of sustainability efforts. Furthermore, the study emphasizes the transition of sustainability strategies from internal processes to externally-focused efforts that enhance legitimacy and trust among broader stakeholder groups. By integrating proactive and participatory approaches, organizations can create well-defined actions that demonstrate their commitment to addressing environmental and social challenges. These insights offer valuable guidance for water utilities and other sectors aiming to achieve meaningful and sustainable progress in their operations and stakeholder relations.File | Dimensione | Formato | |
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