A Managerial Perspective on the Porter Hypothesis -The Case of CO2 Emissions

Abstract : Over the past decade, the debate on climate change has dramatically shifted. The strong evidence presented by the scientific community through the Intergovernmental Panel on Climate Change (IPCC) process established by the United Nations Environment Program (UNEP) and the World Meteorological Organization (WMO) has largely settled the discussion about whether an action should be taken to stabilize atmospheric greenhouse gases (GHGs) (Parry et al., 2007). Climate change is now acknowledged as being a serious global threat which demands an urgent response. For example, the Stern Review on the economics of climate change estimates that without any global action, the overall costs and risks of climate change would be equivalent to losing at least 5% of global Gross Domestic Product (GDP) each year, which could rise to 20% if a wider range of risks and impacts are taken into consideration (Stern, 2006). The question is: what should be the response to address the challenge of global warming while maintaining at the same time an economic growth (Mc Kinsey Global Institute, 2008)? With this in mind, environmental concerns are becoming an increasing central topic for strategic choices and decision-making by investors around the world.
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Chapitre d'ouvrage
Corporate Social Responsibility: From Compliance to Opportunity?, Editions de l'Ecole Polytechnique, pp.151-168, 2010
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Diane-Laure Arjaliès, Jean-Pierre Ponssard. A Managerial Perspective on the Porter Hypothesis -The Case of CO2 Emissions. Corporate Social Responsibility: From Compliance to Opportunity?, Editions de l'Ecole Polytechnique, pp.151-168, 2010. 〈hal-00633471〉

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