Book contents
- Regenerative Strategies
- Organizations and the Natural Environment
- Regenerative Strategies
- Copyright page
- Contents
- Figures
- Tables
- Foreword: Reversing Course
- Acknowledgements
- 1 Introduction
- 2 Assessing the Response to the Climate Grand Challenge
- 3 Business as Usual
- 4 Sustainable Business Models
- 5 Climate Emergency in the Anthropocentric Era
- 6 The Regenerative Strategy
- 7 The Regenerative Strategy
- 8 Concluding Remarks
- Index
- References
7 - The Regenerative Strategy
Facing the Climate Emergency
Published online by Cambridge University Press: 28 March 2024
Book contents
- Regenerative Strategies
- Organizations and the Natural Environment
- Regenerative Strategies
- Copyright page
- Contents
- Figures
- Tables
- Foreword: Reversing Course
- Acknowledgements
- 1 Introduction
- 2 Assessing the Response to the Climate Grand Challenge
- 3 Business as Usual
- 4 Sustainable Business Models
- 5 Climate Emergency in the Anthropocentric Era
- 6 The Regenerative Strategy
- 7 The Regenerative Strategy
- 8 Concluding Remarks
- Index
- References
Summary
This chapter illustrates how to put a regenerative strategy into action by introducing a pioneering business case. The company Carbon Engineering is developing cutting-edge technologies, such as Direct Air Capture and AIR TO FUELS, to capture, sequester and, more importantly, apply captured carbon dioxide in the production of synthetic fuel, carrying out a regenerative strategy. Through a qualitative research design, we show how this company (1) demonstrates explorer and prospector behaviour, going beyond the reduction of emissions to achieve net zero and even net negative emissions, or positive environmental externalities; (2) redefines its purpose, vision and mission, passing from a profit-only logic to systemic socioecological resilience through eco-emotional wealth and environmental performance; (3) develops a new, wider form of stakeholder management to engage market and fringe stakeholders; and finally (4) frames a new time perspective, the long- and very long-term view that sustainable development requires – an intra- and intergenerational commitment.
Keywords
- Type
- Chapter
- Information
- Regenerative StrategiesExploring New Sustainable Business Models to Face the Climate Emergency, pp. 179 - 222Publisher: Cambridge University PressPrint publication year: 2024
References
Aguilera, R., Aragón-Correa, J. A., and Marano, V. (2022). Rethinking corporate power to tackle grand societal challenges: Lessons from political philosophy. Academy of Management Review, 47(4): 456.CrossRefGoogle Scholar
Aguinis, H., Cascio, W., and Ramani, R. (2017). Science’s reproducibility and replicability crisis: International business is not immune. Journal of International Business Studies, 48(6): 653–663.CrossRefGoogle Scholar
Aguinis, H., and Solarino, A. M. (2017). Transparency and replicability in qualitative research: The case of interviews with elite informants. Strategic Management Journal, 40(8): 1291–1315.CrossRefGoogle Scholar
Bansal, P. (2019). Sustainable development in an age of disruption. Academy of Management Discoveries, 5(1): 8–12.CrossRefGoogle Scholar
Bansal, P., and Roth, K. (2000). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43: 717–736.CrossRefGoogle Scholar
Basu, K., and Palazzo, G. (2008). Corporate social responsibility: A process model of sensemaking. Academy of Management Review, 33(1): 122–136.CrossRefGoogle Scholar
Bettis, R., Gambardella, A., Helfat, C., and Mitchell, W. (2015). Qualitative empirical research in strategic management. Strategic Management Journal, 36(5): 637–639.CrossRefGoogle Scholar
Busch, T., Cho, C., Hoepner, A., Michelon, A., and Rogelj, J. (2023). Corporate greenhouse gas emissions’ data and the urgent need for a science-led just transition: Introduction to a thematic symposium. Journal of Business Ethics, 182: 897–901.CrossRefGoogle Scholar
Delgado-Ceballos, J., Ortiz-De-Mandojana, N., Antolín-López, R., and Montiel, I. (2023). Connecting the sustainable development goals to firm-level sustainability and ESG factors: The need for double material. Business Research Quarterly, 26(1): 2–10.Google Scholar
Eisenhardt, K. (1989). Building theory from case study research. Academy of Management Review, 14(4): 532–550.CrossRefGoogle Scholar
Glaser, B., and Strauss, A. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine.Google Scholar
Grodal, S., Anteby, M., and Holm, A. (2021). Achieving rigor in qualitative analysis: The role of active categorization in theory building. Academy of Management Review, 46(3): 591–612.CrossRefGoogle Scholar
Hardin, G. (1968). The tragedy of the commons. Science, 162(3859): 1243–1248.CrossRefGoogle ScholarPubMed
Hart, S. (1995). A natural resource-based view of the firm. Academy of Management Review, 20(4): 986–1014.CrossRefGoogle Scholar
Hoffman, A. J., and Ely, D. (2022). Time to put the fossil-fuel industry into hospice. Stanford Social Innovation Review, 2022(Fall): 28–37.Google Scholar
IPCC. (2014). AR5 Synthesis Report: Climate Change 2014. Geneva: Intergovernmental Panel on Climate Change. www.ipcc.ch/report/ar5/syr.Google Scholar
IPCC. (2023). AR6 Synthesis Report: Climate Change 2023. Geneva: Intergovernmental Panel on Climate Change. www.ipcc.ch/report/sixth-assessment-report-cycle.Google Scholar
Keith, D. (2009). Why capture CO2 from the atmosphere? Science, 325(5948): 1654–1655.CrossRefGoogle ScholarPubMed
Keith, D., Holmes, G., St. Angelo, D., and Heidel, K. (2018). A process for capturing CO2 from the atmosphere. Joule, 2: 1573–1594.CrossRefGoogle Scholar
Lassiter, J., III, and Misra, S. (2013). Carbon Engineering. Harvard Business School Case 814-040, October 2013. (Revised November 2016.) www.hbs.edu/faculty/Pages/item.aspx?num=45759.Google Scholar
Levinthal, D., and March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(S2): 95–112.CrossRefGoogle Scholar
Miles, R. E., and Snow, C. C. (1978). Organizational Strategy, Structure and Process. New York: McGraw-Hill.Google ScholarPubMed
Morton, O. (2009, 22 September). Scientists & Innovators: David Keith. Heroes of the Environment 2009. Time. https://content.time.com/time/specials/packages/article/0,28804,1924149_1924154_1924428,00.html.Google Scholar
Qiu, L., Diaoglou, M., de Boer, H., Wilcox, B., and Suh, S. (2022). Environmental trade-offs of direct air capture technologies in climate change mitigation toward 2100. Nature Communications, 13(1): 3635.CrossRefGoogle ScholarPubMed
Shäppi, R., Rutz, D., Dähler, F. et al. (2022). Drop-in fuels from sunlight and air. Nature, 601(7891): 63–81.CrossRefGoogle Scholar
Sharma, S. (2022). From environmental strategy to environmental impact. Academy of Management Discoveries, 8(1): 1–6.CrossRefGoogle Scholar
Sharma, S., and Vredenburgh, H. (1998). Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities. Strategic Management Journal, 19(8): 729–753.3.0.CO;2-4>CrossRefGoogle Scholar
Skocek, J., Zajac, M., and Haha, M. (2020). Carbon capture and utilization by mineralization of cement pastes derived from recycled concrete. Scientific Reports, 10: 5614.CrossRefGoogle ScholarPubMed
Suddaby, R. (2006). From the editors: What grounded theory is not. Academy of Management Journal, 49(4): 633–642.CrossRefGoogle Scholar
Uppink, L., Ganguli, M., and Riedel, R. (eds) (2022). Making net-zero aviation possible: An industry-backed, 1.5°C-aligned transition strategy. Mission Possible Partnership. https://missionpossiblepartnership.org/wp-content/uploads/2023/01/Making-Net-Zero-Aviation-possible.pdf.Google Scholar
Whittington, R. (1996). Strategy-as-practice. Long Range Planning, 29(5): 731–735.CrossRefGoogle Scholar
Yin, R. (1981). The case study crisis: Some answers. Administrative Science Quarterly, 26(1): 58–65.CrossRefGoogle Scholar