Abstract
By means of an ethnographic case study, this paper investigates the development of a sustainability (risk) policy within a large commercial bank. It departs from two central challenges recognised in extant research on organisational transformations towards sustainability: (1) the clash (and conflict) between sustainability and prevalent market logics and (2) the significance of organisational subcultures that may interpret and enact these available logics in distinct manners. Kok et al.’s work is innovative in that it combines these two ideas, thus, investigating how the interplay between organisational subcultures and multiple institutional logics affects how organisational sustainability transitions play out.