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By Jon Birger Skjaerseth, Tora Skodvin

This quantity provides a close examine of the weather recommendations of ExxonMobil, Shell, and Statoil. With an cutting edge analytical method, the authors clarify adaptations at 3 decision-making degrees: in the businesses themselves, within the nationwide home-bases of the corporations, and on the foreign point. The research generates policy-relevant wisdom approximately no matter if and the way company resistance to a conceivable weather coverage might be conquer.

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Extra info for Climate Change and the Oil Industry: Common Problems, Different Strategies

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In the same way, we may say that industry possesses structural and instrumental capabilities. As pointed out by Betsill and Corell, however, the important question is how capabilities are translated into influence (Betsill and Corell, 2001: 74). These researchers’ answer is to relate influence to persuasion when one actor intentionally transmits information to another that alters the latter’s actions from what would have occurred without that information. Third, it is difficult to separate the influence of one particular corporation or industry from that of others since companies tend to coordinate their positions within industry organisations.

Conclusion In this chapter, an effort has been made to identify critical factors or key conditions that determine the strategies chosen by the oil industry to meet climate-change challenges. Since large multinational oil companies represent important target groups for mitigating climate change, identifying such conditions will provide knowledge of whether and how corporate resistance to climate policy can be overcome. Of particular importance is the extent to which varying climate strategies are the result of companyspecific factors, or whether they are located in the political context at national or international levels.

Finally, an important organisational dimension with a potential impact on environmental strategy choice is the ownership structure of the corporation. First, there is a major distinction between state and private ownership. Shell and ExxonMobil are private companies, while Statoil was, until recently, fully owned by the Norwegian state. National oil companies may be less accountable to the capital market, and even when they are exposed to competition, they often operate in a privileged position with close consultative relationships with their government owners, who also regulate the industry (Noreng, 1996).

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