Corporate climate change adaptation

An emerging non-market strategy in an uncertain world

Authored by: Peter Tashman , Monika Winn , Jorge E. Rivera

The Routledge Companion to Non-Market Strategy

Print publication date:  April  2015
Online publication date:  April  2015

Print ISBN: 9780415712316
eBook ISBN: 9781315819389
Adobe ISBN: 9781317819714

10.4324/9781315819389.ch17

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Abstract

In this chapter, we discuss non-market strategies associated with corporate climate change adaptation (CCCA), or the “changes in behavior of a business organization aimed at coping with the effects of any climate-related event” (Bleda and Shackley, 2008: 517). Most scholarly attention to non-market strategy has explored how firms confront and manage opportunities and threats in their institutional environments, whether political, social, or ethical in nature, with very little attention being paid to forces in the ecological environment of the firm with strategic implications. The situation is changing somewhat as a growing number of studies are exploring the implications of climate change on businesses and their stakeholders through the lens of CCCA (Winn et al., 2011). In particular, a number of scholars have turned their attention to studying explicit climatic impacts on firms, including disruptions to operations, supply and distribution chains, infrastructure, insurable risk, migration patterns of workers, consumer behavior, and the institutions that support markets and economies (Kuhn, Campbell-Lendrum, Haines, and Cox, 2005; Maddison, 2001; Schlenker, Hanemann, and Fischer, 2005). Still, research on CCCA is in a very early stage.

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