ABSTRACT
In this chapter, we discuss non-market strategies associated with corporate climate change adaptation (CCCA), or the “changes in behavior of a business organization aimed at coping with the effects of any climate-related event” (Bleda and Shackley, 2008: 517). Most scholarly attention to non-market strategy has explored how fi rms confront and manage opportunities and threats in their institutional environments, whether political, social, or ethical in nature, with very little attention being paid to forces in the ecological environment of the fi rm with strategic implications. The situation is changing somewhat as a growing number of studies are exploring the implications of climate change on businesses and their stakeholders through the lens of CCCA (Winn et al., 2011). In particular, a number of scholars have turned their attention to studying explicit climatic impacts on fi rms, including disruptions to operations, supply and distribution chains, infrastructure, insurable risk, migration patterns of workers, consumer behavior, and the institutions that support markets and economies (Kuhn, Campbell-Lendrum, Haines, and Cox, 2005; Maddison, 2001; Schlenker, Hanemann, and Fischer, 2005). Still, research on CCCA is in a very early stage.
