Learning to Adapt: Organisational Adaptation to Climate Change Impacts

Learning to Adapt: Organisational Adaptation to Climate Change Impacts Analysis of human adaptation to climate change should be based on realistic models of adaptive behaviour at the level of organisations and individuals. The paper sets out a framework for analysing adaptation to the direct and indirect impacts of climate change in business organisations with new evidence presented from empirical research into adaptation in nine case-study companies. It argues that adaptation to climate change has many similarities with processes of organisational learning. The paper suggests that business organisations face a number of obstacles in learning how to adapt to climate change impacts, especially in relation to the weakness and ambiguity of signals about climate change and the uncertainty about benefits flowing from adaptation measures. Organisations rarely adapt ‘autonomously’, since their adaptive behaviour is influenced by policy and market conditions, and draws on resources external to the organisation. The paper identifies four adaptation strategies that pattern organisational adaptive behaviour. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Climatic Change Springer Journals

Learning to Adapt: Organisational Adaptation to Climate Change Impacts

Climatic Change, Volume 78 (1) – Sep 1, 2006

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Publisher
Springer Journals
Copyright
Copyright © 2006 by Springer Science+Business Media, Inc.
Subject
Earth Sciences; Atmospheric Sciences; Climate Change/Climate Change Impacts
ISSN
0165-0009
eISSN
1573-1480
D.O.I.
10.1007/s10584-006-9089-3
Publisher site
See Article on Publisher Site

Abstract

Analysis of human adaptation to climate change should be based on realistic models of adaptive behaviour at the level of organisations and individuals. The paper sets out a framework for analysing adaptation to the direct and indirect impacts of climate change in business organisations with new evidence presented from empirical research into adaptation in nine case-study companies. It argues that adaptation to climate change has many similarities with processes of organisational learning. The paper suggests that business organisations face a number of obstacles in learning how to adapt to climate change impacts, especially in relation to the weakness and ambiguity of signals about climate change and the uncertainty about benefits flowing from adaptation measures. Organisations rarely adapt ‘autonomously’, since their adaptive behaviour is influenced by policy and market conditions, and draws on resources external to the organisation. The paper identifies four adaptation strategies that pattern organisational adaptive behaviour.

Journal

Climatic ChangeSpringer Journals

Published: Sep 1, 2006

References

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