Strategic responses to changing climate change policies

the role played by carbon accounting

Binh Bui*, Carolyn J. Fowler

*Corresponding author for this work

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

Using a broad institutional theory lens, this paper examines the climate change strategies and carbon accounting practices adopted by two New Zealand electricity firms in response to changes in government climate change policies over time (2002–12). The two firms pursue different strategic responses to climate change‐related institutional and economic pressures in order to maintain both legitimacy and a competitive advantage. Five different strategic responses are identified: avoidance, operational conformance, strategic conformance, strategic differentiation, negotiation and manipulation. Firm‐level characteristics are also important drivers of inter‐firm variations in the strategic responses. Further, carbon accounting makes the greatest contribution to carbon reduction when integrated as part of strategic processes that support strategic conformance and strategic differentiation. Carbon monitoring systems, internal carbon information use and carbon disclosure were the main forms of carbon accounting used to realise the different strategies employed.
Original languageEnglish
Pages (from-to)360-375
Number of pages16
JournalAustralian Accounting Review
Volume29
Issue number2
DOIs
Publication statusPublished - Jun 2019
Externally publishedYes

Fingerprint Dive into the research topics of 'Strategic responses to changing climate change policies: the role played by carbon accounting'. Together they form a unique fingerprint.

  • Cite this