Socio-technical regimes and heterogeneous capabilities: the Swedish pulp and paper industry's response to energy policies

Ottosson, Mikael; Magnusson, Thomas

doi:10.1080/09537325.2013.774349

Cited by 24 publications

(17 citation statements)

References 30 publications

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“…Hence, the barriers to and drivers of investment decisions on energy-efficiency measures that are not solely market based are better dealt with internally within firms, whereas market-related barriers and drivers are better dealt with by policy instruments [40]. Ottosson and Magnusson [69] suggested that individual companies in the PPI respond to energy policies regarding investment decisions differently due to the different capabilities of individual companies. Hence, according to Ottosson and Magnusson [69], energy policies aiming to drive improvements in EE in the PPI are recommended to consider the heterogeneous capabilities of individual companies.…”

Section: Investment Decision To Implement Energy-efficiency Measuresmentioning

confidence: 99%

“…Ottosson and Magnusson [69] suggested that individual companies in the PPI respond to energy policies regarding investment decisions differently due to the different capabilities of individual companies. Hence, according to Ottosson and Magnusson [69], energy policies aiming to drive improvements in EE in the PPI are recommended to consider the heterogeneous capabilities of individual companies.…”

Section: Investment Decision To Implement Energy-efficiency Measuresmentioning

confidence: 99%

“…(iii) Economic barriers, for example, large investment decisions have to be justified over the long term [69]. (iv) Political barriers, for example, the established companies have significant political power thus making the implementation of a new policy harder [69].…”

Section: Barriers and Drivers In Energy Management (Research Question 3)mentioning

confidence: 99%

“…(iv) Political barriers, for example, the established companies have significant political power thus making the implementation of a new policy harder [69]. (v) Practical barriers, for example, barriers to acquiring comprehensive energy information (i.e., accurate, clear and systematic information regarding energy use on-line for various production processes) were found to be important [71].…”

Section: Barriers and Drivers In Energy Management (Research Question 3)mentioning

confidence: 99%

“…It was also suggested that, to facilitate investment decisions in the PPI, policy-makers need to provide a stable framework and direction for the future to restrict the possibilities for continuous adaptation, and thus overcoming the barrier of unwillingness to invest in the PPI if such investments seem not to be justifiable on a long-term basis [69].…”

Section: Success Factors For Overcoming the Barriers And Encouraging mentioning

confidence: 99%

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Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

2018

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Successful energy management is a way to achieve energy efficiency in the pulp and paper industry (PPI), which is important for assuring energy supply security, for increasing economic competitiveness, and for mitigating greenhouse gases. However, research shows that although energy use within PPI can be reduced by 5.5-19.4% per year, some of this by energy management practices, energy management is not always implemented. Why is this so? What are the barriers to, and drivers of implementation? How can the barriers be overcome? A systematic review of barriers and drivers in energy management in the PPI within peer-reviewed scientific articles suggests that the world-wide events that affect energy supply, volatility, and use seemingly also affect the number and frequency of research articles on energy management in the PPI. The perception of energy management in the PPI seems to be dominated by the understanding that it can mostly be achieved through technological improvements aiming to improve energy efficiency. The main driver of energy management was shown to be economic conditions: high and unstable energy prices, followed by drivers such as the need to remain internationally competitive, collaboration and energy management systems. Meanwhile, examples of the most important barriers are technical risks, lack of access to capital, lack of time and other priorities, and slim organization. The success factors for enhancing drivers and overcoming barriers were continuous energy accounting, energy-related collaboration, energy-efficiency programmes, and benchmarking. Altogether, success factors for energy management for improved energy efficiency could be summarized in the 4M framework-the "4M for energy efficiency": mind, measure, monitor, and manage-that could be used as the energy management memory-tool that could lead to improved energy efficiency in other sectors as well.

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Section: Investment Decision To Implement Energy-efficiency Measuresmentioning

confidence: 99%

Section: Investment Decision To Implement Energy-efficiency Measuresmentioning

confidence: 99%

Section: Barriers and Drivers In Energy Management (Research Question 3)mentioning

confidence: 99%

Section: Barriers and Drivers In Energy Management (Research Question 3)mentioning

confidence: 99%

Section: Success Factors For Overcoming the Barriers And Encouraging mentioning

confidence: 99%

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Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

2018

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Conceptualisations of incumbent firms in sustainability transitions: Insights from organisation theory and a systematic literature review

Magnusson

Werner

2022

Bus Strat Env

Self Cite

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Following the tradition of using opposing concepts as a basis for organisational analysis, this article advances a theory‐based understanding of incumbent firms in sustainability transitions. Building on seminal transition studies, we propose innovating/defending and collaborating/competing as two useful spectra to describe organisational behaviours in transitions. Presenting the automotive industry as an explanatory case, we show results from a systematic literature review that reveal motives for diverging behaviours. Combining the spectra into a 2 × 2 matrix, we then introduce four conceptualisations to explain the observed motives and behaviours. The conceptualisations are associated with different streams of organisation theory: dynamic capabilities and the resource‐based view, resource‐dependence theory, neo‐institutional theory and theories on organisational learning and path dependence. Referring to organisational ambidexterity, value configurations and political arenas, we conclude that transitions research can reach a more multifaceted understanding by challenging the prevailing notion of the firm as a coherent actor.

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Trends in energy performance of the Swedish pulp and paper industry: 1984–2011

Stenqvist

2014

Energy Efficiency

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Socio-technical regimes and heterogeneous capabilities: the Swedish pulp and paper industry's response to energy policies

Cited by 24 publications

References 30 publications

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

Conceptualisations of incumbent firms in sustainability transitions: Insights from organisation theory and a systematic literature review

Trends in energy performance of the Swedish pulp and paper industry: 1984–2011

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