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  1.  38
    Beyond adaptation: Resilience for business in light of climate change and weather extremes.Martina Linnenluecke & Andrew Griffiths - 2010 - Business and Society 49 (3):477-511.
    Scientific findings forecast that one of the major consequences of human-induced climate change and global warming is a greater occurrence of extreme weather events with potentially catastrophic effects for organizations, industries, and society. Current management and adaptation approaches typically focus on economic factors of competition, such as technology and innovation. Although offering useful insights, these approaches are potentially ill equipped to deal with any increases in drastic changes in the natural environment. This article argues that discussions on organizational adaptation need (...)
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  2.  16
    The Benefits of Structural Equation Modeling for Developing and Testing Corporate Social Performance Theory.Mark Cordano, Stephanie Welcomer & Andrew Griffiths - 2007 - Proceedings of the International Association for Business and Society 18:121-125.
    Studies of corporate social performance (CSP) research indicate the critical importance of research design and methodology in developing and testing CSP theories. In this paper we analyze data from a study of environmental performance in the U.S. wine industry to demonstrate how the research methodologies can cause researchers to reach different theoretical conclusions from the same data. We conclude that structural equation modeling (SEM) offers CSP researchers valuable tools that can accommodate critical theory development needs.
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  3.  1
    Exploring the Cognitive Foundations of Managerial (Climate) Change Decisions.Belinda Wade & Andrew Griffiths - 2021 - Journal of Business Ethics 181 (1):15-40.
    AbstractClimate 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 (...)
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