The Role of Short-Termism and Uncertainty Avoidance in Organizational Inaction on Climate Change: A Multi-Level Framework

Business and Society 56 (2):253-282 (2017)
  Copy   BIBTEX

Abstract

Despite increasing pressure to deal with climate change, firms have been slow to respond with effective action. This article presents a multi-level framework for a better understanding of why many firms are failing to reduce their absolute greenhouse gas emissions, which contribute to climate change. The concepts of short-termism and uncertainty avoidance from research in psychology, sociology, and organization theory can explain the phenomenon of organizational inaction on climate change. Antecedents related to short-termism and uncertainty avoidance reinforce one another at three levels—individual, organizational, and institutional—and result in organizational inaction on climate change. The article also discusses the implications of this multi-level framework for research on corporate sustainability.

Links

PhilArchive



    Upload a copy of this work     Papers currently archived: 80,143

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

Climate Change Inaction and Moral Nihilism.Thomas Pölzler - 2015 - Ethics, Policy and Environment 18 (2):202-214.
How Does Moral Nihilism Affect our Taking Action against Climate Change?Thomas Pölzler - 2013 - Proceedings of the 13. International Conference of ISSEI.
Climate Projections and Uncertainty Communication.Susan L. Joslyn & Jared E. LeClerc - 2016 - Topics in Cognitive Science 8 (1):222-241.
Understanding pluralism in climate modeling.Wendy Parker - 2006 - Foundations of Science 11 (4):349-368.

Analytics

Added to PP
2017-01-10

Downloads
63 (#200,270)

6 months
2 (#318,740)

Historical graph of downloads
How can I increase my downloads?