RT Article
T1 Exploring the cognitive foundations of managerial (climate) change decisions
JF Journal of business ethics
VO 181
IS 1
SP 15
OP 40
A1 Wade, Belinda
A1 Griffiths, Andrew 1966-
LA English
PB Springer Science + Business Media B. V
YR 2022
UL https://www.ixtheo.de/Record/1823723047
AB Climate change is a complex, multilevel challenge with implications of failure unimaginable for current and future generations. However, despite the Paris Agreement supporting the imperative for action in an atmosphere of scientific consensus, organisations are failing to take the decisive action required. We argue that this lack of organisational action needs to be addressed by examining the cognitive foundations of managerial decisions on climate change and sustainability. A systematic review of research on cognition, sensemaking and managerial interpretation where it is linked to climate change or sustainability is presented within this article. The results detail a multilevel analysis highlighting key themes and the core concepts from the literature including factors shaping the cognitive process, to elucidate reasons for inaction and potential for promoting change. Through this research, an integrated model is presented demonstrating the interaction of factors, cognitive processes and outcomes. Based on this analysis, potential reasons for inaction are proposed and countered by three potential solutions linked to leadership, social norms and structural reform.
K1 Climate Change
K1 Cognition
K1 Cognitive framing
K1 Managerial interpretation
K1 Sensemaking
K1 Sustainability
K1 Aufsatz in Zeitschrift
DO 10.1007/s10551-021-04855-8