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ceptable and non-acceptable behavior in Novo Nordisk towards implementation of the corporate sustainability strategy. One of the cultural tools to promote sustainability and the idea of partnerships among employees is the "Take Action" programme. In 2003 Novo Nordisk launced an company wide programme, encouraging all employees worldwide to "Take Action" in their everyday worklife by thinking of new ideas to stimulate improvement of society in a Novo Nordisk way. In other words: how could they as employees in Novo Nordisk contribute even more to improve society? A number of ideas emerged from all around the world and one of them was the idea to produce a international healthy cookbook to support a tasty and low calorie diet, that can contribute to preventing more people from developing diabetes. While the Take Action program is presented as a voluntary programme, it is at the same strongly encouraged by top management. In the terminology of [35] Kunda ,the Take Action programme is a way of "normatively controlling" managers and employees, as it has sent strong signals throughout Novo Nordisk in support of the company's sustainability strategy and it has contributed to produce a collective thinking about what type of actions are encouraged in Novo Nordisk. The company's six core values statement is another cultural tool (see Table One). The six values are: accountable, responsible, open and honest, ambitious, engaged with stakeholders, and ready for change. The strong focus on engagement with stakeholders to implement the sustainability strategy has led to a number of formalized and non-formalized dialogues on both social and environmental issues with a variety of stakeholders, including the European Union, consumer associations, NGOs, neighbours, journalists, investors, scientists and politicians. Novo Nordisk says that these dialogues, accounted for in its annual reports, have served on multiple occasions to stimulate new goals for future sustainability practices. Recently, for example, Novo Nordisk engaged in collaboration with WWF to develop systems and processes to reduce its CO2 outlet with 10 percent by 2014. Without the stakeholder dialogue and commitment, the company saw its CO2 emissions increasing considerably. In addition to favourable media mention, such proactive change measures have proven to influence industry standards on sustainability. Yet, while such dialogues and their results are accounted for in the formal management control system, for example in certain managers' balanced score cards, this is not representative of the organizational impact and significance for the implementation and continued development of Novo Nordisk's sustainability strategy. For example, the partnership with WWF has stimulated much dialogue, pride and thinking among Novo Nordisk employees about other types of possible partnerships that could benefit the company towards its sustainable strategy. Also, partnerships have contributed to making Novo Nordisk appear as an attractive workplace for the younger generation of students at business schools and engineering universities with an interest in sustainability. So, besides figuring on the balanced score card of the manager in charge of the partnership programmes, the impact of the partnership with WWF on employees' loyalty and identification with the company as well as its impetus for new ideas, and the improved attractiveness vis á vis potential employees, does not materialize in the formal me