Is the “maize‐and‐blue” turning green? Sustainability at the University of Michigan

摘要: Although popular press and internal media have dubbed the University of Michigan (U M) a “sustainability leader”, it is not clear whether this label reflects true commitment to environmental interrelated social issues or simply savvy public relations campaign. This case study (1997‐2002) explores these possibilities by analyzing organizational change process outcomes at through my experiences as student, activist, researcher employee. I conclude that while U M an laggard, recent attention exaggerates campus’ progress ignoring fact sustainability efforts are scattered deeply permeated culture, leadership, policies practices institution. In terms campus advocacy, analysis highlights importance coordination institutional leaders, “spark” move onto agenda, tailoring advocacy approaches stakeholder interests.