A managerial perspective on the Porter hypothesis The case of CO2 emissions

Diane-Laure Arjaliès and Jean-Pierre Ponssard
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Diane-Laure Arjaliès: X-DEP-ECO - Département d'Économie de l'École Polytechnique - X - École polytechnique - IP Paris - Institut Polytechnique de Paris, PhD Program - ESSEC Business School

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Abstract: investors and companies are increasingly aware that climate change and its associated needs for reducing CO2 emissions are likely to impact structurally many areas of the economy. This paper offers a contribution to understand these impacts on companies' strategy, by studying management systems. A typology is introduced based upon a two stage model. At stage one, the firm becomes aware of the risk and CO2 is a compliance issue. At stage two, the firm is involved in a more global re-assessment of its business portfolio including its relationship with suppliers and clients. The construction is based on three case studies: DuPont (chemicals), Lafarge (building materials) and Unilever (consumer goods). The implications of the analysis for investors are drawn.

Keywords: Corporate Social Responsibility; CO2 emissions; Management Systems; Strategy; Emissions CO2; Responsabilité Sociale de l'Entreprise; Stratégie; Systèmes de Management (search for similar items in EconPapers)
Date: 2010-01
Note: View the original document on HAL open archive server: https://hal.science/hal-00445847
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Citations: View citations in EconPapers (7)

Published in 2010

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Related works:
Working Paper: A Managerial Perspective on the Porter Hypothesis: The Case of CO2 Emissions (2010)
Working Paper: A Managerial Perspective on the Porter Hypothesis: The Case of CO2 Emissions (2010)
Working Paper: A Managerial Perspective on the Porter Hypothesis -The Case of CO2 Emissions (2010)
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