Abstract
Should we regard `greening' as a management fashion? While green concerns are prevalent in political and industrial rhetoric, how is greening made to appear attractive and productive to organizational actors who plainly feel just the opposite? This paper explores the social and emotional architecture of greening, and its tensions and contradictions. Against a background of `received' theory on management fashions, it examines the institutional context of greening, the role of consultants, stakeholder voices and the active efforts of industry to capture greening on its own terms. The analysis shows that, despite a strong societal surge towards greening, it can often appear neither attractive nor rational to industry-yet it is adopted, or presented, in some form.
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