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 Natural Resources and Environment (SNRE) where he is also Director of The Erb Institute for Global Sustainable Enterprise. 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 eight books and over ninety articles.

The World Resources Institute and the Aspen Institute selected Professor Hoffman to receive their Faculty Pioneer Rising Star Award in 2003. 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 as 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.

Books:

• Business and the Environment: Critical Perspectives in Business and Management, with Susse Georg, Routledge, 2012.
• The Oxford Handbook on Business and the Natural Environment, 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.
• Getting Ahead of the Curve: Corporate Strategies That Address Climate Change, The Pew Center on Global Climate Change, 2006
• Organizations, Policy, and the Natural Environment, coedited 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, 1990.

Selected Articles:

• 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).
• 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.