Corporate climate strategies are shaped by a complicated interplay of various market and non-market variables. This article investigates the impact of two principal drivers- competitive dynamics and regulatory pressure -on the carbon management strategies of some of the most energy-intensive UK-listed companies.
Despite significant increase in awareness of its potential tactical value, so far there's little in the strategies of these organizations to imply that the competitive field has strongly altered or induced radical transformations in the business models of UK carbon-intensive firms. Instead, strategy appears to consist of a chain of hedging practices that derive from perceptions of present and likely future market and political trends in relation to climate change.
PUBLICATION DATE: August 01, 2010 PRODUCT #: CMR466-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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