Abstract

Although climate change can induce large-scale impacts on industrial supply chain networks, first empirical studies suggest that adaptation to climate change is only slowly emerging as a management topic in firms. The present study examines why managers often do not engage their firms in adaptations to climate change. Thereby the study focuses, in particular, on the lack of strategic adaptation, which we define as anticipatory and target-oriented action with the purpose of increasing resilience to climate change. In order to investigate causes of lacking strategic adaptation in firms, the study employs a behavioral perspective based on the reasoned action approach. Thus, the study examines how barriers and motivational factors jointly shape the non-adaptive behavior of firm managers. Such causes of non-adaptive behavior are examined by comparing different classes of non-adaptors based on a case study in the manufacturing industry of the Austrian state of Tyrol. The obtained results underline recent criticism on barrier-centered analyses of non-adaptation by demonstrating the importance of motivational factors. Moreover, results point to the changeable nature of the identified causes of non-adaptive behavior by clarifying interactions between them and by suggesting influences from background factors.

Highlights

  • In scientific debates, the critical importance of climate change adaptation in industry has repeatedly been emphasized [1,2,3,4]

  • The present study examines why managers often do not engage their firms in adaptations to climate change

  • Such causes of non-adaptive behavior are examined by comparing different classes of non-adaptors based on a case study in the manufacturing industry of the Austrian state of Tyrol

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Summary

Introduction

The critical importance of climate change adaptation in industry has repeatedly been emphasized [1,2,3,4]. Various ‘climatically reinforced risks’ have been pointed out to manufacturing firms [3], such as transport interruptions, supplier drop-outs, risks of electricity and water supply, or increasing prices for renewable raw materials [3]. A lack of strategic adaptations by individual firms may affect the resilience of these firms, but can put at risk other businesses in the supply chain network. First empirical studies have shown that strategic adaptations only occur in a minority of firms [8,9]. Existing adaptations in the private sector would instead often emerge non-strategically as ‘hidden adaptations’ [10,11,12] respectively as unconscious co-benefits of measures motivated by other strategic targets [2,13]

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