Research objective, Literature Review, and methodology

Research objective
To ascertain the degree to which Asian organisations have implemented western sustainable practices in their businesses.
To evaluate the extent to which Asian organisations are prepared to embrace western sustainable practices.

Organisation Behaviour
Kaifi and Noori (2011) define organisational behaviour as a field of study dedicated to acknowledging, explaining, end developing behaviors and attitudes of people within organisations. In another study by Taylor (2018), organisational behaviour was described as the study of structure, functioning, along with the performance of firms, as well as the tendency of individuals and groups within them. These definitions clearly show that organisational behaviour is fundamentally the study of behaviour in an entity setting, the interface between human behaviour and the firm, and the organisation itself.
Batista and De Francisco (2018) show that organisational behaviour and sustainable practices are intertwined. An organisation needs to change its behaviour to create, pursue, and maintain sustainable practices. Young et al. (2013) support the finding by Batista and De Francisco (2018) after establishing that successful environmental programs in and outside the workplace necessitates a change in the organisational behaviour at the individual, group, and organisational level. The researchers demonstrate that a change in organisational behaviour means workers are adequately aware of their firm’s potential impact on the environment as well as knowing their individual responsibilities in contributing towards reducing the input. According to Jones et al. (2012), workers need to accomplish this mandate by, for example, having knowledge and practical skills concerning recycling materials, approaches to recycling, and disposal procedures.
Young et al. (2013) and Carrico and Riemer (2011) both agree that feedback is a critical link between organisational behaviour and sustainable practices, particularly at the group level. The researchers suppose that feedback about the performance of the members of the group on a sustainability initiative is more likely to trigger an even greater desire to pursue new sustainability practices. Besides, the scholars suppose that the power of feedback as it relates to sustainability goes well beyond the capacity of general communication. Other than serving as a motivational tool for a change in organisational behaviour towards sustainability, Schelly et al. (2011) illustrate that feedback opens dialogue on performance and sustainability practices. At the organisational level, Wu et al. (2013) established that workers must be provided with sustainable practice infrastructure. In addition, Young et al. (2013) illustrate that support from all management levels is necessary for the pursuance of effective, sustainable practices.
Organisational behaviour in Asia is a key element in firms. Kubátová (2016) illustrated that, typified by the case of China, the Asian or Eastern firms’ organisational behaviour revolves around traditional thinking. This thinking has a set of facets. Such include steady organisational development tactics, harmonious interpersonal relationships, leadership as a role model, and a mild approach to personnel reforms. Additionally, Kubátová (2016) reveals that traditional thinking is comprised of indirect communication, maintaining relationships by giving and saving faces, and performance appraisal, training, and development. Contrastingly, western organisational behaviour emphasises the modern thinking model. Accordingly, as opposed to harmonious interpersonal relationships, western organisational behaviour is

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