SUSTAINABILITY IN PUBLIC ORGANIZATIONS: A STUDY IN THE SUSTENTA PARANÁ NETWORK

1. Júlia Mitsue Vieira Cruz Kumasaka Institution: Universidade de São Paulo, FEA, Administration. São Paulo, Brazil. Master of Administration from University Federal of Paraná and Graduate of Administration from University Federal of Ceará. E-mail: juliamitsue@hotmail.com ORCID: https://orcid.org/0000-0002-2148-7140

2. Bárbara Galleli Dias Institution: Universidade Federal do Paraná, Curitiba, Paraná, Brazil. Professor at the Federal University of Paraná (UFPR), coordinator of the Innovation and Technology research line at Postgraduate Program on Administration at UFPR. PhD in Business Administration from the University of São Paulo (FEA / USP), with internship at Aston University, Birmingham, UK. Master in Administration from the State University of Londrina (UEL). E-mail: b.gallelidias@gmail.com ORCID: https://orcid.org/0000-0001-9650-2619

3. Jeferson Silva Henrique Institution AGU Attorney General of the Union. Curitiba, Paraná, Brazil. Graduated in Business Administration - FAE Business School. He is currently an information technology analyst - AGU Advocacia Geral da União. E-mail: jef.henrique10@gmail.com ORCID: https://orcid.org/0000-0002-1174-7543

4. Barbara Cruz Braga Institution: Universidade Federal do Ceará, Fortaleza, Ceará, Brazil. Master’s student in Rural Economics at the Postgraduate Program in Rural Economics at the Federal University of Ceará (PPGER/UFC). Graduate in Economic Sciences in the Federal University of Ceará. E-mail: barbarabc_16@hotmail.com ORCID: https://orcid.org/0000-0001-8055-6743

5. Emanuel Campigotto Sandri Institution: Universidade Federal do Paraná, Curitiba, Paraná, Brazil. Professor-Tutor (EAD and Semi-attendance) at the Pontifical Catholic University of Paraná - PUC PR. EAD Tutor in the Public Administration course at the Federal University of Paraná. Doctoral candidate in Administration at the Federal University of Paraná. Master in Administration, Professional program, by the State University of West Paraná (UNIOESTE). E-mail: emanuel.sandri@hotmail.com ORCID: https://orcid.org/0000-0002-4539-2090

Every author should account for at least one component of the work. Paper approved for publication need to specify the contribution of every single author.

The authors have stated that there is no conflict of interest.

Interviewee	Interview duration	Transcript pages	Organization
E1 e E2	58 min 18 seg	13 pages	Hospital de Clínicas da UFPR
E3	51 min 54 seg	11 pages	Universidade Tecnológica Federal do Paraná - UTFPR
E4	1 h 12 min 06 seg	21 pages	Tribunal Regional do Trabalho -TRT-PR

Families	Features	Referring code	Quotation example
Ambition level for sustainability	Remain under legislation or requirements of buyers.	Legal obligation	“It started to be a little more respected after the legislation. Before, it was just seen, ... it wasn't seen in a positive way. Quite the opposite, in fact” (E4).
	Do good for society without going beyond what is required by law.	Doing well and complying with legislation	"Anvisa has already published legislation that prohibits the sale, sale, but what is interesting is that we anticipated all of this, so in 2012 we held a seminar open to the community explaining the problems of mercury, of use of mercury, and the environmental and occupational problem” (E1).
	Gain financial benefits, balance the three dimensions of DS.	Earn financially	"there was this culture of separating for your department to have a return, money” (E2).
	Create value for the three dimensions of DS.	Create value in DS	"So we have the environmental part, we have the social part, but the social part mixes a little with the environmental and the quality of life, well-being, we have the aspect of financial planning, hiring, so within all these large dimensions” (E3).
	Be fully integrated with the DS dimensions.	Integration	“All our actions are aligned with the SDGs, and now we've managed to institutionalize, and we've had this for ten years” (E3).
Internal motivations	Improve reputation.	Reputation	“But in these last two years, let's put it this way, the demands from society” (E4).
	Follow the duty and behave correctly.	Be correct	"Until we don't fix this issue, we’ll ask for no values. I can't, I’d not be correct. So how am I going to say that my sector, that my organization is correct, if it deserves or not such placement in the ranking, right?” (E3).
	Avoid the risk of harming oneself and, by doing so, contribute to the organization's success.	Do not harm oneself	“But that's not all, I no longer see sustainability as just environmental, we're not talking about that, but the sustainability of everything, the three pillars, the economic, the environmental and the social. We didn't delay the employee's salary anymore, this is social, we changed contracts, economic” (E1).
	Management's personal values.	Superior management values	“we have a president who gave us a phenomenal opening. It was through her that everything happened, you know?" (E4).
	Stakeholders' personal values for thinking about long-term sustainability.	Stakeholders’ values	"But the use of all these questions has a clear objective, institutionally speaking: to change society's view of the judicial institution” (E4).
	Conviction of everyone involved that sustainability needs to be regarded worldwide and by everyone involved with the organization.	Everyone's conviction	This code was not used.
Criteria for decision making	Impact on personal power and reputation.	Personal power	“Not for her role, her role she does very well. But she's not just Justice has the human side, it has to see this human side of society as a whole. It has to show itself human [the justice]” (E4)”.
	Decision must be made by the proper authority and based on the organization's goals.	Authorities	“We had a point in that our spending on photocopies was too high, so a whole action was taken to remove the photocopy, to remove the machine, to put each sector in charge” (E1).
	Faster financial return.	Financial feedback	“Not in reprography, so we had the reprography sector there, which had an annual cost of 350 thousand reais and then we took it out” (E1) [exemplifying the impact of a sustainable action].
	Consensus among relevant stakeholders.	Relevant stakeholders	“Changing society’s view of the judicial institution” (E4).
	Long-term thinking, taking into account all available knowledge.	Long term	“I think he will, if he continues at this pace, he will dictate new times. If he continues at that level. Of awareness, of actually implementing ideas, actions, policies… “(E4).
	Whichever is most favorable for the planet as a whole.	Planet	“how do we work with climate change, which is a theme that will permeate everything in the coming years, in the next generations, so it has to go into teaching, research and extension” (E3).

[1] 1. Júlia Mitsue Vieira Cruz Kumasaka Institution: Universidade de São Paulo, FEA, Administration. São Paulo, Brazil. Master of Administration from University Federal of Paraná and Graduate of Administration from University Federal of Ceará. E-mail: juliamitsue@hotmail.com ORCID: https://orcid.org/0000-0002-2148-7140

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SUSTAINABILITY IN PUBLIC ORGANIZATIONS: A STUDY IN THE SUSTENTA PARANÁ NETWORK

SUSTENTABILIDADE EM ORGANIZAÇÕES PÚBLICAS: UM ESTUDO NA REDE SUSTENTA PARANÁ

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