Core Values and Environmental Management

) strategic programmes. These programmes are typicallytop-down in implementation, span the entire firm, and are seen to be critical to the com-petitive strength of the firm. Given their strategic nature, it is surprising that the vari-ability and uncertainty of their success continues. The uncertain success of these initiatives presents us with two issues that need to beconsidered. The first issue is the implementation success variability among differentorganisations, and the second issue is implementation success variability across initia-tives within the same organisation. While the existence of the first problem is notsurprising, a satisfactory explanatory model does not yet exist. This lack of an explanatorymodel is puzzling since many of the programmes have detailed methodologies asso-ciated with them. The prescribed approaches tend to reflect the best practices of success -ful organisations and should therefore provide a means to equal the performance withinthese organisations. However, while the literature may accurately describe what suc-cessful companies do, evidence suggests that successful adoption of these practices doesnot transfer to other organisations (Heras