Implications of climate change for strategic management theory

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dc.contributor.authorKnott, Paul
dc.date.accessioned2024-05-27T04:33:57Z
dc.date.available2024-05-27T04:33:57Z
dc.date.issuedonline-publication-date
dc.description.abstract<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The purpose is to stimulate scholarship in the strategic management field that accounts for conditions implied by projected impacts of climate change.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>Following conceptual logic, the article analyses how changes in the strategic environment brought about by climate change may challenge current strategic management theory. It develops avenues for theory development based on expanding the field’s scope and extending its limits of applicability.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The article highlights the extent to which the strategy field has evolved in a stable empirical context, despite its attention to dynamism and hence is less well aligned with potentially pervasive new pressures and impacts. It sets out a rationale for moving beyond symbolic environmentalism, possibilities to harness cognitive and behavioural insights, dilemmas in strategic innovation and the empirical potential of non-mainstream contexts.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Practical implications</jats:title><jats:p>Firms and organisations can expect widespread systemic effects from climate change that challenge established ways of operating. The article explores how strategic management could better support strategists in navigating these shifts such that firms can continue to thrive.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The article approaches the issue of climate change specifically from the perspective of strategic management of firms rather than as policy or social advocacy. It focuses on pressures and characteristics that distinguish climate change from other environmental and social impacts on firms.</jats:p></jats:sec>
dc.identifier.citationKnott P Implications of climate change for strategic management theory. Journal of Strategy and Management.
dc.identifier.doihttp://doi.org/10.1108/jsma-12-2023-0321
dc.identifier.issn1755-425X
dc.identifier.urihttps://hdl.handle.net/10092/107016
dc.languageen
dc.publisherEmerald
dc.rightsAll rights reserved unless otherwise stated
dc.rights.urihttp://hdl.handle.net/10092/17651
dc.subjectclimate change
dc.subjectstrategic management
dc.subjectboundary conditions
dc.subjectlimits of applicability
dc.subjectsymbolic environmentalism
dc.subjectrebound effect
dc.subjectbusiness-as-usual
dc.subject.anzsrc35 - Commerce, management, tourism and services::3507 - Strategy, management and organisational behaviour::350718 - Strategy
dc.subject.anzsrc41 - Environmental sciences::4101 - Climate change impacts and adaptation
dc.titleImplications of climate change for strategic management theory
dc.typeJournal Article
uc.collegeUC Business School
uc.departmentManagement, Marketing and Tourism
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