Understanding the long-term influence of EIA on organisational learning and transformation

CITATION

Jones, M., & Morrison-Saunders, A. (2017). Understanding the long-term influence of EIA on organisational learning and transformation. Environmental Impact Assessment Review, 64, 131–138.

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ABSTRACT
This research is an attempt to verify the notion postulated by Robert Bartlett and Lynton Caldwell that the full
benefits of environmental impact assessment (EIA) would take decades to be realized.While EIA is intended to
directly influence decision-making regarding new development proposals, the process is also expected to lead
to organisational learning and transformation over time. Our aimwas to examine the influence of EIA on a single
Western Australian proponent with sustained experience in the process to understand how EIA is used within
the organisation and to seek evidence of transformation of the organisation's purpose andmission. The research
reviewed literature in order to identify key influences of EIA on organisations, along with semi-structured staff
interviews and document analysis for the case study organisation. Ascertaining causality that involvement in
EIA processes influences or effects organisational learning and transformation is a challenge in the face of
other societal events. Document analysis and interviewee data indicates that the action-forcing nature of EIA
did influence proponent behavior through the creation of internal processes seeking to ensure robust design of
new projects that would satisfy environmental protection expectations, without the need to trigger formal EIA.
Evidence of EIA values and thinking were apparent within internal documentation, including the evolving mission
statement. Our research indicates that participation in the EIA process can positively influence organisational
learning and transformation by guiding internal change for decision-making.


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