Ones and Dilchert’s article: the creation of organizational cultures. Here, we will develop the idea of how culture, value creation, and competitive advantage are linked to environmental sustainability. We will briefly illustrate our arguments with findings from our case-study research in the hospitality industry in 13 Iberoamerican countries.1
1. Ours is research in progress, based on qualitative and mixed research methods. It aims to analyze the role of sustainability in the hospitality sector in
Iberoamerica: Spain, Portugal, and Latin America
(concretely, in Chile, Brazil, Peru, Argentina,
Mexico, Colombia, Venezuela, Uruguay, Costa
Rica, Nicaragua, and the Dominican Republic).

Organizational culture and sustainability

Sustainability and Organizational
Culture
There is a nascent body of literature that aims to understand how companies can embed sustainability in their organizational cultures (Howard-Grenville & Bertels,
2012). For these authors, culture has been conceptualized as shared norms or values
(reinforced through the role of leaders and
‘‘champions,’’ the allocation of resources, the use of incentives, and the existence of corporate policies), as a frame or filter
(that is, as recursive connections between people’s day-to-day actions and the meanings associated with them), and as a toolkit
(made malleable by individual actors who use cultural resources in new ways).
Among the myriad of conceptualizations available, Ulrich and Brockbank (2005) offer a useful definition of organizational culture: ‘‘the collective mindset of the company, shared ways of thinking and cognitive patterns that define the way people behave’’
(p. 50). So, the identification and classification of behaviors aiming to promote sustainability should be part of a much needed exercise to make multiple expressions of culture—language, artifacts, and