The Influence of Strategic and Organizational Factors as Concern the Relationship between Environmental Management Control and Organizational Learning: The Case of One Eco Missionary SME
This article examines the relationship between Environmental Management Control (EMC) and Organizational Learning (OL) by extending the theoretical model of Simons (1995) in a contingent perspective. Through strategic and organizational factors, this enriched model expounds the links between the Simons’s (1995) levers of control (diagnostic and interactive controls) and the Argyris and Schön’s (1978) levels of learning (simple loop learning and double loop learning). Based on the “revelatory case” of a missionary organization, eco-SME, this study highlights the influence of three contingency factors : strong core values, proactive strategy and activity life cycle in the four configurations of EMC-OL relationships identified.