How constructions of the future shape organizational responses: climate change and the Canadian oil sands

Abstract

This empirical study examines the relationship between constructions of the future and anticipated organizational responses to climate change. Findings from the Athabasca oil sands region of Alberta, Canada indicate that actors’ views of climate change affect not only the way they construct the future of oil sands development, but also which responses they see as legitimate. Specifically, whether actors construct a future of no development, partial development or full development of the oil sands, influences the combinations of organizational responses they recommend (i.e. not responding, lobbying, engaging, developing and informing). These findings contribute to our understanding of organizational responses to climate change by showing that (1) climate action requires more than actors simply viewing climate change as strategic; (2) different constructions of the future create alternative strategic environments that necessitate divergent responses; (3) strong future constructions narrow the repertoire of business responses to climate change; and (4) in this process governments play a crucial role beyond setting climate change policy. This study thus highlights the importance of studying future constructions if we want to understand current organizational responses to environmental issues that contribute to climate change.

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