The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation

Abstract

This article investigates how organizations deal with drivers and barriers to the adoption of low‐carbon operational (LCO) practices and, accordingly, we propose a framework for relationships with stakeholders to guide organizations in orchestrating stakeholders, resources and capabilities to meet the challenges and opportunities arising from climate change. Data was collected through interviews with experts working within companies participating in the Carbon Disclosure Program and the Brazilian GHG Protocol Program. Our findings show that the level of willingness of stakeholders influences how companies select mechanisms to deal with drivers and barriers to LCO practices. Our results, qualified by stakeholder relationships theory and the natural resource‐based view, introduce an analytical approach called ‘mechanisms of responses’ to understand how organizations deal with drivers and barriers in the context of climate change in order to guide companies to adopt LCO practices, strengthen co‐operation with stakeholders and develop the required organizational capabilities.

Human resources development as an element of sustainable HRM – with the focus on production engineers

“…As confirmed in many studies ( Jackson and Seo, 2010 , Zibarras and Coan, 2015 , Pinzone et al., 2016 , Cabral and Lochan Dhar, 2019 , Lopes de Sousa Jabbour et al., 2020 ), green training has a positive impact on enhancing green awareness and pro-environmental behavior. As Table 3 shows, training on environmental issues is most often provided in very large companies.…”

“…HR training has a positive influence not only on individual performance, but also on employees’ collective organizational citizenship behavior towards the environment ( Pinzone et al., 2016 ) and team creativity ( Ogbeibu et al., 2020 ). Training can be used as a way of responding to barriers to the adoption of environmental practices ( Lopes de Sousa Jabbour et al., 2020 ). At this place it is worth mentioning that constant changes in technology (called technological turbulence) don’t strengthen the positive relationship between green training and team creativity related to solving environmental problems ( Ogbeibu et al., 2020 ).…”

Building responses to sustainable development challenges: A multistakeholder collaboration framework and application to climate change

“…In such view, similarly to the approach based on crowd funding to realize sustainability‐oriented initiatives (Messeni Petruzzelli, Natalicchio, Panniello, & Roma, 2019), this study allows for generalizing the process and experimenting crowdsourcing as effective strategy to achieve sustainable innovation in the climate change domain. The framework proposed satisfies the need to coordinate stakeholders, resources, and distributed capabilities to meet the challenges and opportunities arising from climate change (de Sousa Jabbour et al, 2020). The results that come from such collaborations can be considered as concrete examples of sustainable innovation, because they contribute to new business development and well‐being of people while generating a positive social and environmental impact (Tello & Yoon, 2008).…”

“…In this section, we apply the defined framework to describe a case study in the climate change endeavor. Climate change emerged as a major management issue in the sustainable development panorama to be dealt with by society in the next 20 years (De Sousa Jabbour, Vazquez‐Brust, Jabbour, & Ribeiro, 2020; Shaw, Cumbers, McMaster, & Crossan, 2018) that may irreversibly create catastrophic effects for people and the planet (Bryant, griffin, & Perry, 2020).…”

The influence of managers' awareness of climate change, perceived climate risk exposure and risk tolerance on the adoption of corporate responses to climate change

“…Drawing insights from the emerging literature on climate inaction and from corporate sustainability literature, the present study investigates antecedents of corporate responses to climate change by focusing on managerial factors. Although previous studies have investigated pressures at the organizational and institutional levels that contribute to shape corporate responses to climate change (Cadez, Czerny, & Letmathe, 2019; Damert & Baumgartner, 2018; Lee & Klassen, 2016; Lopes de Sousa Jabbour, Vazquez‐Brust, Chiappetta Jabbour, & Andriani Ribeiro, 2020), current understanding of the managerial antecedents of climate action is partial. Research has delved into the regulatory, competitive and societal pressures towards corporate engagement with climate issues, while overlooking the managerial factors that drive companies to embrace pressures towards climate action and resist motives for inaction (Daddi, Todaro, de Giacomo, & Frey, 2018).…”