The role of short-termism and uncertainty in organizational inaction on climate change: multilevel framework

Natalie Slawinski, Jonatan Pinkse, Timo Busch and Subhabrata Bobby Banerjeed ()
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Natalie Slawinski: MUN - Memorial University of Newfoundland = Université Memorial de Terre-Neuve [St. John's, Canada]
Timo Busch: UHH - Universität Hamburg = University of Hamburg
Subhabrata Bobby Banerjeed: Cass Business School - Cass Business School

Working paper serie RMT - Grenoble Ecole de Management from HAL

Abstract: Despite increasing pressure to deal with climate change, firms have been slow to respond with effective action. This paper derives a multi-level framework for a better understanding of why many firms are failing to reduce their absolute greenhouse gas emissions that contribute to climate change. To explain the phenomenon of organizational inaction on climate change, we draw on the related concepts of short-termism and uncertainty avoidance from research in psychology, sociology and organization theory. We argue that antecedents related to short-termism and uncertainty avoidance reinforce each other at three levels - individual, organizational and institutional - and result in organizational inaction on climate change. We discuss the implications of our framework for research on corporate sustainability.

Keywords: Climate change; corporate sustainability; short-termism; uncertainty avoidance; multi-level theory; multi-level theory. (search for similar items in EconPapers)
Date: 2014
New Economics Papers: this item is included in nep-ene and nep-env
Note: View the original document on HAL open archive server: https://grenoble-em.hal.science/hal-00961226v1
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Working Paper: The role of short-termism and uncertainty in organizational inaction on climate change: multilevel framework (2014)
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