2004/05/19 by Ans Kolk, David Levy · 2 citations
Business, Management and Accounting · #Innovation and Knowledge Management #International Business and FDI #Global trade, sustainability, and social impact
paper · doi:10.1016/s1064-4857(03)09008-9
openalex publication_date 2004/05/19 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/25
This chapter analyzes the strategic responses by U.S. and European multinational enterprises (MNEs) in the oil and automobile industries to the global climate change issue. We examine and attempt to explain the differences across regions, across industries, and the changes over time. Traditional economic drivers of strategy do not provide a satisfactory account for these differences, and the chapter focuses instead on the conflicting institutional pressures on MNEs and the implications for their climate strategy. The home-country institutional context and individual corporate histories can create divergent pressures on strategy for MNEs based in different countries. At the same time, the location of MNEs in global industries and their participation in “global issues arenas” such as climate change generate institutional forces for strategic convergence. It appears that local context influenced initial corporate reactions, but that convergent pressures predominate as the issue matures.