Hallmarks of organisations that are adapting to climate change

Wilby, Robert L.; Vaughan, Kit

doi:10.1111/j.1747-6593.2010.00220.x

Cited by 43 publications

(41 citation statements)

References 23 publications

(18 reference statements)

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“…Many of these, however, are specific to particular localities or resources, are not easy to use, and require sophisticated knowledge of climate change (Federspiel 2012;Hammill and Tanner 2011). In general, these approaches seek options that allow reversibility, preserve future options, can resist a variety of impacts, and are flexible, such that mid-course adjustments are possible (OTA 1993;Wilby and Vaughan 2011). Among these approaches are Robust Decision Making (RDM), Iterative Risk Management (IRM), Adaptive Management or CoManagement, Portfolio Management, and Scenario Planning (Gregg et al 2011;Groves and Lempert 2006;Kareiva 2008;Lee 1993;Lempert et al 2006;Moore et al 2012;Moser 2012;NPS 2010;NRC 2004;Williams and Brown 2012).…”

Section: Identifying and Understanding Risk Vulnerabilities And Oppmentioning

confidence: 99%

A comprehensive review of climate adaptation in the United States: more than before, but less than needed

Bierbaum

Smith

Lee

et al. 2012

Mitig Adapt Strateg Glob Change

369

202

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We reviewed existing and planned adaptation activities of federal, tribal, state, and local governments and the private sector in the United States (U.S.) to understand what types of adaptation activities are underway across different sectors and scales throughout the country. Primary sources of review included material officially submitted for consideration in the upcoming 2013 U.S. National Climate Assessment and supplemental peer-reviewed and grey literature. Although substantial adaptation planning is occurring in various sectors, levels of government, and the private sector, few measures have been implemented and even fewer have been evaluated. Most adaptation actions to date appear to be incremental changes, not the transformational changes that may be needed in certain cases to adapt to significant changes in climate. While there appear to be no one-size-fits-all adaptations, there Mitig Adapt Strateg Glob Change (2013) are similarities in approaches across scales and sectors, including mainstreaming climate considerations into existing policies and plans, and pursuing no-and low-regrets strategies. Despite the positive momentum in recent years, barriers to implementation still impede action in all sectors and across scales. The most significant barriers include lack of funding, policy and institutional constraints, and difficulty in anticipating climate change given the current state of information on change. However, the practice of adaptation can advance through learning by doing, stakeholder engagements (including "listening sessions"), and sharing of best practices. Efforts to advance adaptation across the U.S. and globally will necessitate the reduction or elimination of barriers, the enhancement of information and best practice sharing mechanisms, and the creation of comprehensive adaptation evaluation metrics.

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Section: Identifying and Understanding Risk Vulnerabilities And Oppmentioning

confidence: 99%

A comprehensive review of climate adaptation in the United States: more than before, but less than needed

Bierbaum

Smith

Lee

et al. 2012

Mitig Adapt Strateg Glob Change

369

202

View full text Add to dashboard Cite

show abstract

“…Studies have found that a clear and transparent regulatory environment plays a critical role in encouraging climate change adaptation (CDP, 2012;Wilby and Vaughan, 2011). Governments also have a role to play in encouraging climate change adaptation, by providing credible, accessible scientific information, cofinancing research and development of new products and services, and by forming public-private partnerships to reduce risk (Agrawala et al, 2011;Crawford and Seidel, 2013).…”

Section: Development Of Climate Change Strategies Through Organizatiomentioning

confidence: 96%

Climate change strategies of multinational enterprises in China

Lei

Voss

Clegg

et al. 2017

Journal of Cleaner Production

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a b s t r a c tThe purpose of this research is to identify the decision process Chinese subsidiaries of multinational enterprises follow to develop and deploy a climate change strategy. These foreign subsidiaries have to be responsive to local institutional and economic demands as well as to the directives from their headquarters. Our findings suggests that considering and developing climate change strategies is a multistage process that alternates between managerial cognition and capabilities and is most effective when locally embedded. The foreign subsidiary develops its own understanding of climate change and an adequate response rather than follows headquarter directives. This allows the subsidiary to be at the adaptation forefront and, potentially, influence the global network of the multinational enterprise. The process can be stopped when cognition, capabilities or both are not developed or realised.

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“…Despite such investments, evidence suggests those investments have not necessarily translated into the implementation of adaptation policies and measures that reduce vulnerability (Repetto 2008;Schipper and Burton 2009b;Wilby and Vaughan 2011). Rather, a number of authors have noted that an 'adaptation deficit' exists in both developed and developing nations Repetto 2008;Burton 2009a;Moser 2009a).…”

Section: Introductionmentioning

confidence: 94%

Climate adaptation heuristics and the science/policy divide

Preston

Mustelin

Maloney

2013

Mitig Adapt Strateg Glob Change

113

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The adaptation science enterprise has expanded rapidly in recent years, presumably in response to growth in demand for knowledge that can facilitate adaptation policy and practice. However, evidence suggests such investments in adaptation science have not necessarily translated into adaptation implementation. One potential constraint on adaptation may be the underlying heuristics that are used as the foundation for both adaptation research and practice. Here, we explore the adaptation academic literature with the objective of identifying adaptation heuristics, assessing the extent to which they have become entrenched within the adaptation discourse, and discussing potential weaknesses in their framing that could undermine adaptation efforts. This investigation is supported by a multi-method analysis that includes both a quantitative content analysis of the adaptation literature that evidences the use of adaptation heuristics and a qualitative analysis of the implications of such heuristics for enhancing or hindering the implementation of adaptation. Results demonstrate that a number of heuristic devices are commonly used in both the peer-reviewed adaptation literature as well as within grey literature designed to inform adaptation practitioners. Furthermore, the apparent lack of critical reflection upon the robustness of these heuristics for diverse contexts may contribute to potential cognitive bias with respect to the framing of adaptation by both researchers and practitioners. We discuss this phenomenon by drawing upon heuristic-analytic theory, which has explanatory utility in understanding both the origins of such heuristics as well as the measures that can be pursued toward the cogeneration of more robust approaches to adaptation problem-solving.

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Hallmarks of organisations that are adapting to climate change

Cited by 43 publications

References 23 publications

A comprehensive review of climate adaptation in the United States: more than before, but less than needed

A comprehensive review of climate adaptation in the United States: more than before, but less than needed

Climate change strategies of multinational enterprises in China

Climate adaptation heuristics and the science/policy divide

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