In the book, we explore the different processes through which corporations engage with climate change. The principal message is that despite the need for dramatic economic and political change, corporate capitalism continues to rely on the maintenance of ‘business as usual’. As outlined in this short summary in The Conversation this involves the myth that ‘green’ capitalism is a viable response to the climate crisis. This response enables the incorporation of critique and the maintenance of corporate capitalism despite the dire environmental consequences. Continue reading New book on Climate Change, Capitalism and Corporations→
The following is an extract from our forthcoming book Climate Change, Capitalism and Corporations: Processes of Creative Self-destruction (Cambridge University Press) - out in bookshops later this year.
Corporate marketing and branding around sustainability and ‘green’ themes has undergone dynamic growth over the past decade as social concern over the environment and climate change has spiralled. Many major consumer brands – including Walmart, Ben & Jerry’s, GE, Toyota, Patagonia, Frito-Lay, Timberland, Tesco and even Shell – have embraced a ‘green’ message in their marketing.
As any student of economic history knows, the notion of destruction has been a grim constant in attempts to characterize the relationship between capitalist dynamism and ever-spiralling consumption. Marx and Engels warned of enforced destruction. Joseph Schumpeter championed a dauntless culture of creative destruction. And now we find ourselves in an era of what we might call creative self-destruction.
One of the things I’ve noticed in researching organizational responses to climate change is how often in an interview the person I’m talking to (typically a sustainability manager or consultant) will relate a particular event or story which symbolized the moment ‘they got’ climate change.
In an article Daniel Nyberg and I recently wrote in Organization Studies, we explored how sustainability managers develop different identities in negotiating between conflicting discourses and their sense of self. In describing how these identities arise, moments of realisation played a key part in these personal narratives.
This short piece profiling my research appeared in the Australian Financial Review BOSS magazine in February last year:
I’m leading a research project examining how Australian businesses are responding to climate change. We’re focusing on how corporations are changing in response to regulatory, reputational and physical risks. These adjustments include new products and services, the measurement and reduction of emissions, pricing of carbon risk in investments and developing green organisational cultures. These are fundamental shifts.