How can we solve the puzzle of strategic climate management and appreciate its long-term effects?

Abstract

Purpose The purpose of this paper is to address the perceptions of managers in large companies located in Brazil regarding the long-term and short-term benefits of adopting strategic actions to mitigate and adapt to climate change. Design/methodology/approach Based on an empirical analytical method, this paper examines interviews conducted with senior managers of leading companies located in Brazil to identify their perceptions of adopting strategic actions toward mitigating and adapting to climate change. Findings The key results are as follows: the most commonly perceived long-term benefit was operational improvement, based on the improved energy efficiency of operations; strategic management of aspects affected by climate change can make managers more aware of the benefits derived from the decisions taken; and a short-term view and aversion to uncertainty can lead to failures in strategic management, limiting the effectiveness of actions for mitigating and adapting to climate change. Originality/value This paper contributes to the literature on the topic of climate change by presenting evidence that adaptation and mitigation measures can increase organizational managers’ perception of long-term benefits, and that climate change management structures guide managers to make the transition to a low-carbon economy.

For better or for worse? Handling the side effects of organizational change on workplace discrimination

“…OC is thought to pave the way for greater occurrence of WD via increased uncertainty of organizational practices and misalignment of interpersonal relationships (Lewicki et al, 1998;Pârlea-Buzatu, 2011). Whilst uncertainty negatively affects the organizational climate, lessening the managers' ability to steer the organizational transition and to preserve existing organizational equilibria (Furlan Alves et al, 2019), misaligned interpersonal relationships may distort the symbolic understanding of OC, producing unintended consequences (Larkey and Morrill, 1995).…”

What Have We Learned? A Bibliometric Review of a Three-Decade Investigation into the Supply Chain Uncertainty and a Revised Framework to Cope with the Challenges

“…Figure 4. Science mapping co-citation analysis.Following this, reference that included in this are Cui et al[39]; Qazi et al[40]; Schøyen et al[41]; Radivojević et al[42]; Münch et al[43]; Furlan Alves et al[44]; Sydow et al[45]; Manuj et al[46]; Pederneiras et al[47]; Yassine et al[48]; Cho et al[49]; Xu et al[50]; Chen et al[51]; Ray et al[52]; Prior et al[53], Ugarte et al[54], Anupindi et al[55]; Alyami et al[56] and Poppo et al[57].The third analysis is the bibliographic coupling analysis, where two articles are bibliographically linked if at least one cited source appears in both reference lists[29]. It is necessary to analyze the relationships between citing articles to comprehend the ongoing or current evolution of themes in a study field.…”

Overcoming the “blame game” in strategic climate communication: from decoupling accusations toward an arena-spanning agenda

“…Gill et al, 2008;Thaker, 2020;Yang et al, 2017). In line with the established definition of strategic communication as communication that "is substantial for the survival and sustained success of an entity" (Zerfass et al, 2018, p. 487), the focal research object to determine the strategic agenda and success of climate communication still presents the organization as a single, purposive agent with a particular emphasis on profit-driven corporations (Dahl and Fløttum, 2019;Furlan Alves et al, 2019). Only recently have scholars started to challenge and expand this focus (Newig et al, 2013;Weder, 2021a).…”

“…In recent years, strategic communication research has begun to contribute to this debate. In doing so, it has extended its established emphasis on corporate actors and consistent communication as key to evade public blaming (Dahl and Fløttum, 2019; Furlan Alves et al. , 2019) toward a stronger consideration of the necessarily contested nature of strategic climate communication, transcending arenas beyond the corporate sphere (Anton, 2023; Lock, 2023; Ravazzani and Maier, 2022).…”