Information Warfare and New Organizational Landscapes: An Inquiry into the ExxonMobil–Greenpeace Dispute over Climate Change

Abstract

A defining characteristic of the emergence of new organizational landscapes is that information is not just being used as a tool by organizations, as it is more usually understood, but also as a weapon in a 'war of position'. As organizations seek to influence public perception over such emotive issues as climate change, conflict at the ideational level can give rise to information warfare campaigns. This concerns the creation and deployment of often ideologically-infused ideas through information networks to promote an organization's interests over those of its adversaries. In this article, we analyse the ways in which ExxonMobil and Greenpeace employ distinctive informational tactics against a range of diverse targets in their dispute over the climate change debate. The purpose of this article is to advance the neo-Gramscian perspective on social movement organizations as a framework for understanding such behaviour. We argue that information warfare is likely to become common as corporations and non-governmental organizations are increasingly sensitive to their informational environment as a source of both opportunity and possible conflict.

Strategies for Climate Change and Impression Management: A Case Study Among Canada’s Large Industrial Emitters

“…This study fills a gap in the theoretical analysis of corporate information strategies and tactics in the area of climate change, which was identified by MacKay and Munro (2012). In addition, the study contributes to the literature on impression management by analyzing not only the techniques intended to improve the organization's reputation directly, but also those intended to minimize the company's responsibilities or to defend or justify the adverse impacts of business activities (Bolino et al 2008;Mohamed and Gardner 2004).…”

“…Few studies have focused on the legitimation strategies used by large emitters to justify their climate performance to stakeholders. As mentioned by MacKay andMunro (2012, p. 1508), studies devoted to the organizations' responses to the problem of climate change have not sufficiently focused on the theorization of information strategies and tactics. In addition, most studies on impression management strategies in the field of the environment limit themselves to positive public information disseminated by companies without taking into account the manners in which managers justify the impacts their organizations have.…”

“…In 2010, they were responsible for 38 % of total GHG emissions in Canada (Environment Canada 2012a). In order to respond to increasing pressures from stakeholders, such companies generally develop information strategies aimed at influencing the decision-making process toward regulations which meet their expectations and enable them to improve their social image (Kolk and Pinkse 2007;MacKay and Munro 2012;Nyberg et al 2013).…”

“…However, few studies have focused on impression management arguments and strategies used by companies to influence stakeholders' perceptions of climate change and reduce external pressures regarding this issue (MacKay and Munro 2012;Nyberg and Wright 2012). Some studies on the subject have focused on information campaigns organized by emitters to influence public opinion and policy debates (e.g., Kolk and Pinkse 2007;Levy and Egan 2003;MacKay and Munro 2012;Nyberg et al 2013).…”

“…Some studies on the subject have focused on information campaigns organized by emitters to influence public opinion and policy debates (e.g., Kolk and Pinkse 2007;Levy and Egan 2003;MacKay and Munro 2012;Nyberg et al 2013). It also appears that a number of companies issued official communications that misinformed stakeholders (MacKay and Munro 2012;Nyberg et al 2013). Businesses' self-promotion and their lack of transparency have also been studied in the literature on the disclosure of climate performance.…”