A Managerial Perspective on the Porter Hypothesis - The Case of Co2 Emissions
HEC Paris - Accounting and Management Control Department
Jean Pierre Ponssard
Ecole Polytechnique, Paris - Laboratoire d'Econometrie
June 1, 2010
Palaiseau, Éditions de l’École Polytechnique, Crifo P., Ponssard J.-P.,eds., pp.151-168, June 2010
Investors and companies are increasingly aware that climate change and its associated needs for reducing CO2 emissions are likely to impact structurally many areas of the economy. This paper offers a contribution to understand these impacts on companies’ strategy, by studying management systems. A typology is introduced based upon a two stage model. At stage one, the firm becomes aware of the risk and CO2 is a compliance issue. At stage two, the firm is involved in a more global re-assessment of its business portfolio including its relationship with suppliers and clients. The construction is based on three case studies: DuPont (chemicals), Lafarge (building materials) and Unilever (consumer goods). The implications of the analysis for investors are drawn.
Number of Pages in PDF File: 18
Keywords: Corporate Social Responsibility, CO2 Emissions, Management Systems, Strategy
JEL Classification: M14, M21, M41Accepted Paper Series
Date posted: September 23, 2011
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