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Andrew Hoffman
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Name
Andrew Hoffman
Role
Scholar
Education
Massachusetts Institute of Technology
Books
How Culture Shapes t, From Heresy to Dogma: A, Builder's Apprentice: A Memoir, Competitive Environmental Strategy, Carbon Strategies
How Culture Shapes the Climate Change Debate | Andrew Hoffman
Andrew J. Hoffman (born 1961) is a scholar of environmental issues and sustainable enterprise. He is the Holcim (US) Professor of Sustainable Enterprise at the University of Michigan's Ross School of Business and School of Environment and Sustainability (SEAS). His research uses a sociological perspective to understand the cultural and institutional aspects of environmental issues for organizations. In particular, he focuses on the processes by which environmental issues both emerge and evolve as social, political and managerial issues. He has written extensively about: the evolving nature of field level pressures related to environmental issues; the corporate responses that have emerged as a result of those pressures, particularly around the issue of climate change; the interconnected networks among non-governmental organizations and corporations and how those networks influence change processes within cultural and institutional systems; the social and psychological barriers to these change processes; and the underlying cultural values that are engaged when these barriers are overcome. His Ph.D. was conferred by the Massachusetts Institute of Technology in 1995. He is an expert in environmental pollution and has published thirteen books and over one-hundred articles and book chapters.
The Aspen Institute selected Professor Hoffman to receive their Faculty Pioneer Award in 2016. He was the Grand Prize winner of the 2009 Alfred N. and Lynn Manos Page Prize for Sustainability Issues in Business Curricula for the course: Green Construction & Design. And he was selected for the 2011 Aldo Leopold Fellowship, the 2011 and 2009 Aspen Environmental Fellowship, and the 1995 Klegerman Award. His work has been covered in numerous media outlets, including the New York Times, Scientific American, Time, the Wall Street Journal, the Atlantic, and National Public Radio. His book From Heresy to Dogma: An Institutional History of Corporate Environmentalism was selected as winner of the 2001 Rachel Carson Prize from the Society for Social Studies of Science. His book Builder's Apprentice was selected as the winner of the 2011 Connecticut Book Award. His article "Climate science as culture war," won the 2013 Maggie Prize.
He grew up in Norwood Massachusetts, earned his BS in Chemical Engineering from the University of Massachusetts at Amherst, his MS in Civil & Environmental Engineering from MIT, and his PhD in both Management and Civil & Environmental Engineering from MIT.
Books:
Finding Purpose: Environmental Stewardship as a Personal Calling, Greenleaf Publishing, 2016.
Academic Engagement in Public and Political Discourse, Michigan Publishing, 2015.
How Culture Shapes the Climate Change Debate, Stanford University Press, 2015.
Flourishing: A Frank Conversation About Sustainability, with John Ehrenfeld, Stanford University Press, 2013.
Constructing Green: The Social Structures of Sustainability, (coeditor) with Rebecca Henn, MIT Press, 2013.
Business and the Environment: Critical Perspectives in Business and Management, (coeditor) with Susse Georg, Routledge, 2012.
The Oxford Handbook on Business and the Natural Environment, (coeditor) with Tima Bansal, Oxford University Press, 2012.
Builder's Apprentice: A Memoir, Huron River Press, 2010.
Memo to the CEO: Climate Change, What’s Your Business Strategy?, with John Woody, Harvard Business Press, 2008. Translated into Chinese, Danish and Portuguese.
Carbon Strategies: How Leading Companies are Reducing their Climate Change Footprint, University of Michigan Press, 2007. Translated into Korean.
Organizations, Policy, and the Natural Environment, (coeditor) with Marc Ventresca, Stanford University Press, 2002.
From Heresy to Dogma: An Institutional History of Corporate Environmentalism, Stanford University Press, 2001.
Competitive Environmental Strategy: A Guide to the Changing Landscape, Island Press, 2000.
Global Climate Change: A Senior-Level Dialogue, (editor); New Lexington Press, 1998.
Selected Articles:
Hoffman, A. (2015) "Reflections: Academia's emerging crisis of relevance and the consequent role of the engaged scholar," Journal of Change Management, DOI:10.1080/14697017.2015.1128168
Hoffman, A. C. Corbett, N. Joglekar and P. Wells (2014) “Industrial ecology as a source of competitive advantage,” Journal of Industrial Ecology. DOI: 10.1111/jiec.12196
Bertels, S., A. Hoffman, A. and R. DeJordy (2014) “The varied work of challenger movements: Identifying challenger roles in the U.S. environmental movement,” Organization Studies, 35(8): 1171-1210
Haigh, N. and A. Hoffman (2014) “The new heretics: Hybrid organizations and the challenges they present to corporate sustainability,” Organization & Environment, 27(3): 223-241.
Walls, J. and A. Hoffman (2012) “Exceptional boards: Environmental experience and positive deviance from institutional norms,” Journal of Organizational Behavior, DOI: 10.1002/job.1813
Hoffman, A. (2013) “Academic engagement in public and political discourse: Establishing the rules of the game,” Michigan Journal of Sustainability, 1(1): 5-13.
Hoffman, A. (2012) “Climate science as culture war,” Stanford Social Innovation Review, 10(4): 30-3
Hoffman, A. and P.D. Jennings (2012) “The social and psychological foundations of climate change,” Solutions, 4(3) (July).
Haigh, N. and A. Hoffman (2012) “Hybrid organizations: The next chapter in sustainable business,” Organizational Dynamics, 41(2): 126-134
Hoffman, A. (2011) “Talking past each other? Cultural framing of skeptical and convinced logics in the climate change debate.” Organization & Environment, 24 (1): 3-33.
Hoffman, A. and P.D. Jennings (2011) “The BP oil spill as a cultural anomaly? Institutional context, conflict and change,” Journal of Management Inquiry. 20 (2): 100-112. Winner of JMI’s 2011 Breaking the Frame Best Paper Award
Hoffman, A. (2011) “The culture and discourse of climate skepticism,” Strategic Organization, 9(1): 77-84.
Hoffman, A. (2010) “Climate change as a cultural and behavioral issue: Addressing barriers and implementing solutions,” Organizational Dynamics, 39 (4): 295-305.
Hoffman, A. (2011) “The growing climate divide,” Nature Climate Change, 1(4): 195-196
Hoffman, A. (2010) “Reconciling professional and personal value systems: The spiritually motivated manager as organizational entrepreneur,” in R. Giacalone & C. Jurkiewicz (eds) 2nd edition, The Handbook of Workplace Spirituality and Organizational Performance (New York: M.E. Sharpe): 155-170.
Hoffman, A. and S. Bertels (2010) “Who is part of the environmental movement? Assessing network linkages between NGOs and corporations” in T. Lyon (ed). Good Cop Bad Cop: Environmental NGOs and their Strategies toward Business (Washington DC: Resources for the Future Press): 48-69.
Hoffman, A. (2009) “Shades of green,” Stanford Social Innovation Review, Spring: 40-49.
Hoffman, A. and R. Henn (2008) “Overcoming the social and psychological barriers to green building,” Organization & Environment, 21(4): 390-419.
Sandelands, L. and A. Hoffman (2008) “Sustainability, faith and the market,” Worldviews: Global Religions, Culture and Ecology, 12: 129-145.
Hoffman, A. (2007) “If you’re not at the table, you’re on the menu,” Harvard Business Review, October: 34-35.
Hoffman, A. (2006) “Let’s put Malcolm Gladwell out of business,” Journal of Management Inquiry, 15 (4): 410-411.
Hoffman, A. and L. Sandelands (2005) “Getting right with nature: Anthropocentism, ecocentrism and theocentrism,” Organization & Environment, 18 (2): 141-162.
Hoffman, A. (2005) “Climate change strategy: The business logic behind voluntary greenhouse gas reductions,” California Management Review, 47 (3): 21-46.
Hoffman, A. (2004) “Winning the greenhouse gas game,” Harvard Business Review, April: 20-21.
Hoffman, A. (2004) “Reconsidering the role of the practical-theorist: On (re)connecting theory to practice in organizational theory,” Strategic Organization, 2 (2): 213-222.
Howard-Grenville, J. and A. Hoffman (2003) “The importance of cultural framing to the success of social initiatives in business,” Academy of Management Executive, 17 (2): 70-84.
Wade-Benzoni, K., A. Hoffman, L. Thompson, D. Moore, J. Gillespie and M. Bazerman (2002) “Barriers to resolution in ideologically based negotiations: The role of values and institutions,” Academy of Management Review, 27 (1): 41-57. Finalist for AMR’s 2002 Best Paper of the Year Award.
Hoffman, A. and W. Ocasio (2001) “Not all events are attended equally: Toward a middle-range theory of industry attention to external events,” Organization Science, 12 (4): 414-434.
Hoffman, A. (2001) “Linking organizational and field level analyses: The diffusion of corporate environmental practice,” Organization & Environment, 14(2): 133-156.
Hoffman, A. (1999) “Institutional evolution and change: Environmentalism and the US chemical industry,” Academy of Management Journal, 42(4): 351-371.
Hoffman, A. and M. Ventresca (1999) “The institutional framing of policy debates: Economics versus the environment,” American Behavioral Scientist, 42(8): 1368-1392.
Bazerman, M. and A. Hoffman (1999) “Sources of environmentally destructive behavior: Individual, organizational and institutional perspectives,” Research in Organizational Behavior, 21: 39-79.
How culture shapes the climate change debate andrew hoffman
