A Comparison of the Environmental Management Practices in Three British Universities

Abstract

This research analyses the incentives and barriers to improved environmental management in three British universities. It did this by studying the sources of influence on key actors within the universities. The three universities studied in this research cover a broad range of sizes, from around 6000 to over 30,000 students. The names of the universities and interviewees were kept anonymous. The data gathered was qualitative in nature, obtained by the use of semi-structured interviews with key decision makers within the universities. The research did not start with a strongly pre-conceived plan; the aim was to explore the field, building up a picture as the research developed. It was found that environmental improvements had been stimulated at two levels. First, top level management have encouraged actions where there are financial benefits, such as improved energy efficiency. Second, individuals at the ‘grass roots’ have tried to take steps, generally at a local departmental or building level, to make a difference. This ‘grass roots’ action has been more prevalent at one of the universities, because there is a culture in that institution that makes people feel that they are in one of the top universities in the country, and they should be striving to maintain or improve that position. It was found that there were few pressures downwards from senior management, in terms of active environmental policies, and few pressures upwards from vocal staff or students. There was no evidence found of government policy or funding regimes putting pressure on universities to improve their environmental management. The most significant barriers to improved environmental management were lack of resources, both time and money, and also organisational structures within the institutions.