Multinational and large national corporations and climateadaptation: are we asking the right questions? A review ofcurrent knowledge and a new research perspective

Adapting to climate change requires the engagement of all actors in society. Until recently, the predominant research focus has been on governments, communities and the third sector as key actors in the adaptation process. Yet, there is a growing emphasis internationally on understanding the role of and the need to engage businesses in adaptation given their potential to finance projects, develop technologies and innovative solutions, and enhance the scale and cost-effectiveness of certain adaptation measures. Large national and multinational corporations are among the key actors in this respect. Already, many of these corporations are purportedly taking steps to adapt their operations to climate change. Some stated reasons for their engagement include minimising potential impacts on value chains, improving resource efficiency, enhancing production of sustainable raw materials, and supporting customers’, suppliers’ and communities’ climate change adaptation efforts. However, there is a paucity of work analysing adaptation actions by these corporations, their motivations and contribution to broader adaptation and climate resilient development efforts, as well as possible instances of maladaptation. We apply a three-tier framework on drivers, responses and outcomes to examine the state of knowledge according to recent literature on private sector and corporate adaptation to climate change. Our review highlights that the literature on the impact and outcomes of corporate adaptation actions is sparse and we consider the implications for future research. Our analysis concludes with a reflection on the relevance of corporate-led adaptation – for the companies themselves, policy-makers at all scales, as well as society at large

Assessing the relationship between bpm maturity and the success of organizations

Pinto, J., & dos Santos, V. D. (2020). Assessing the relationship between bpm maturity and the success of organizations. In R. Silhavy (Ed.), Applied Informatics and Cybernetics in Intelligent Systems: Proceedings of the 9th Computer Science On-line Conference, CSOC 2020 (pp. 108-126). (Advances in Intelligent Systems and Computing; Vol. 1226 AISC). Springer. https://doi.org/10.1007/978-3-030-51974-2_10For the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand implemented process improvements, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization.authorsversionpublishe

Climate change adaptation to escape the poverty trap: role of the private sector

Climate change adaptation and poverty alleviation call for an integrated strategy, because poverty exacerbates the vulnerability to climate change and vice versa. The private sector, which has traditionally been excluded from adaptation planning, may contribute greatly to the development of an integrated strategy. Here, we identify the differences in adaptation trajectories between the private sector and communities by proposing a conceptual framework and report on a case study in a dryland area of China, where the private sector led a successful adaptation and poverty alleviation project. We found that their win–win strategy achieved both climate change adaptation and development, thereby helping a disadvantaged community to escape the poverty trap and achieve sustainable development. The private sector played a dominant role in the response, as this sector can adapt in ways that are not possible for governments or communities. We suggest that participatory governance that includes private-sector stakeholders is more likely to achieve sustainable development

The 2022 report of the MJA-Lancet Countdown on health and climate change: Australia unprepared and paying the price

The MJA-Lancet Countdown on health and climate change in Australia was established in 2017 and produced its first national assessment in 2018 and annual updates in 2019, 2020 and 2021. It examines five broad domains: climate change impacts, exposures and vulnerability; adaptation, planning and resilience for health; mitigation actions and health co-benefits; economics and finance; and public and political engagement. In this, the fifth year of the MJA-Lancet Countdown, we track progress on an extensive suite of indicators across these five domains, accessing and presenting the latest data and further refining and developing our analyses. Within just two years, Australia has experienced two unprecedented national catastrophes - the 2019-2020 summer heatwaves and bushfires and the 2021-2022 torrential rains and flooding. Such events are costing lives and displacing tens of thousands of people. Further, our analysis shows that there are clear signs that Australia's health emergency management capacity substantially decreased in 2021. We find some signs of progress with respect to health and climate change. The states continue to lead the way in health and climate change adaptation planning, with the Victorian plan being published in early 2022. At the national level, we note progress in health and climate change research funding by the National Health and Medical Research Council. We now also see an acceleration in the uptake of electric vehicles and continued uptake of and employment in renewable energy. However, we also find Australia's transition to renewables and zero carbon remains unacceptably slow, and the Australian Government's continuing failure to produce a national climate change and health adaptation plan places the health and lives of Australians at unnecessary risk today, which does not bode well for the future.Paul J Beggs, Ying Zhang, Alice McGushin, Stefan Trueck, Martina K Linnenluecke, Hilary Bambrick, Anthony G Capon, Sotiris Vardoulakis, Donna Green, Arunima Malik, Ollie Jay, Maddie Heenan, Ivan C Hanigan, Sharon Friel, Mark Stevenson, Fay H Johnston, Celia McMichael, Fiona Charlson, Alistair J Woodward, Marina B Romanell

Australasia

Observed changes and impacts Ongoing climate trends have exacerbated many extreme events (very high confidence). The Australian trends include further warming and sea level rise sea level rise (SLR), with more hot days and heatwaves, less snow, more rainfall in the north, less April–October rainfall in the southwest and southeast and more extreme fire weather days in the south and east. The New Zealand trends include further warming and sea level rise (SLR), more hot days and heatwaves, less snow, more rainfall in the south, less rainfall in the north and more extreme fire weather in the east. There have been fewer tropical cyclones and cold days in the region. Extreme events include Australia’s hottest and driest year in 2019 with a record-breaking number of days over 39°C, New Zealand’s hottest year in 2016, three widespread marine heatwaves during 2016–2020, Category 4 Cyclone Debbie in 2017, seven major hailstorms over eastern Australia and two over New Zealand from 2014–2020, three major floods in eastern Australia and three over New Zealand during 2019–2021 and major fires in southern and eastern Australia during 2019–2020

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

Drawing on the natural-resource-based view (NRBV), we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates

Sustainability, epistemology, ecocentric business and marketing strategy:ideology, reality and vision

This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species' well-being, as well as the source of all products and services. This article examines ecocentric, transformational business, and marketing strategies epistemologically, conceptually and practically and thereby proposes six ecocentric, transformational, strategic marketing universal premises as part of a vision of and solution to current global un-sustainability. Finally, this article outlines several opportunities for management practice and further research

Sustainable development and human resource management. A science mapping approach

Financiación ECO2017-82208-PThis manuscript presents a systematic review of "sustainable human resource man-agement"(HRM), highlighting its major themes and the evolution and tendenciesobserved in this field. It contributes to the development of this relatively new topic,offering a critical evaluation and identifying the highest impact research strands.The Web of Science database returned 111 documents spanning the period 1997-2018, and a conceptual science mapping analysis based on co-word bibliographic net-works was developed, using SciMAT as an analytical tool. The motor themes (welldeveloped and important for the structure of the discipline) in the field of sustainableHRM areenvironmental management,socially responsible HRM, andturnover.Employeeengagementis a specialised theme (well developed but less important for the struc-ture of the research field),human resource practicesis a basic or transversal theme(important for the discipline but not developed), andsustainable leadershipandenvi-ronmental performanceare emerging themes (both weakly developed and marginalto the field).Management and Marketing Department (University of Pablo de Olavide

Business models innovation in investment banks: A resilience perspective

© 2020, The Author(s). Firms frequently change their business models in order to respond to internal and external challenges. This study aims to explore how investments banks adjust their business models in response to internal and external challenges. Based on a qualitative data from ten major investment banks operating in the largest financial market in the Middle East, we show that investment banks can achieve resilience by adjusting their business models through continuous activity changes in response to internal and external challenges. Specifically, investment banks adjust their business models through deploying alternative combinations of activities from a broad repertoire of activities. Within the same bank, divisions that respond to external challenges tend to sustain their performance, whereas resilient divisions that respond to both internal and external challenges tend to bounce back or achieve substantial increase in performance levels. This study contributes to the literature by proposing resilience as an alternative approach to business model innovation and by providing insight into how firms adjust their business models by altering specific activities in response to both internal and external challenges

Global Sustainability Under Uncertainty: How Do Multinationals Craft Regulatory Policies?

Multinational corporations are increasingly mindful of the significance of sustainability transitions and the need for operations that are energy efficient and environmentally sound. Achieving sustainability under conditions of uncertainty entails the involvement of multiple stakeholders in initiating and carrying outsustainability-focused initiatives. Using longitudinal analysis of Royal Dutch Shell’s sustainability policies, we developed an integrated model to elucidate how uncertainty influences sustainability policies in the specific context of multinational corporations (hereinafter – MNCs). We identified three phases in theevolution of Shell’s sustainability innovation: a self-reflective phase (2000–2003) characterized by intense pressure from climate advocacy groups, an investment phase (2004–2006) for which the MNC attempted to rise to the waste disposal and pollution challenge through renewable sources of energy, and a reorganization phase (2007–2010) to streamline operations. We also uncovered themes that influence how regulatory policies are crafted: responding positively to the “community’s voice”, risk spreading through joint ventures, revenue transparency for government accountability and reporting innovation that confronts hard truths. The practical implications are outlined