The challenges of sustainable development: Lessons from Ontario Hydro |
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| Affiliation: | 1. Department of Marketing and Logistics, Ming Dao University, 369, Wen-Hua Rd., Peetow, Chang-Hua 52345, Taiwan;2. Department of Information Management, Tatung University, 40, Sec. 3, Zhongshan N. Rd., Taipei City 104, Taiwan;1. The York Management School, University of York, York, United Kingdom;2. Grenoble Ecole de Management, Univ Grenoble Alpes ComUE, Grenoble, France;3. IREGE, Université Savoie Mont Blanc, Annecy, France;1. UQ Business School, University of Queensland, Australia;2. Global GreenTag Intl. Pty Ltd., Australia;3. State University of New York at Buffalo, USA;1. Harvard Business School, United States;2. Boston College, United States |
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| Abstract: | Ontario Hydro, the provincial electric power corporation of Ontario, Canada, positioned itself to become a leader in sustainable energy development and use (SED) in 1993. Despite its original strategic vision on sustainable development and commitment to developing renewable energy technologies, the corporation ultimately failed to achieve its goal and failed even more prominently in its attempt to become an industry leader.This article tracks the formulation and implementation of SED at Ontario Hydro from 1993 to 1997, outlining how this experience has improved the corporationís understanding of sustainable development and the management of the process of organizational and social change. It delineates the chain of events that led to Ontario Hydro's failure to implement SED, emphasizing the importance of developing and maintaining a corporate-wide definition of sustainable development that is fully integrated with all other business processes and activities. |
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