Managing organizational carbon neutrality: A systematic review

Abstract

Abstract This article aims to analyze the challenges that arise for organizations when they make carbon neutrality commitments, the practices involved in implementing those commitments, and the impacts they have, based on a systematic review of empirical studies focused on the managerial and organizational implications of carbon neutrality initiatives. Through rigorous analysis of relevant research, this study maps the literature, highlighting, among other things, that research on the subject has mushroomed and is widely dispersed in terms of both geographical and disciplinary provenance; that the process of achieving organizational carbon neutrality has been undertheorized; and that there is a lack substantial critical examinations of carbon neutrality actions despite the greenwashing trends that have been observed in organizations' climate commitments. The results of the selected studies show the numerous challenges of managing carbon neutrality, mainly due to organizational obstacles and governance issues related to the lack of expertise, leadership, and reliable data to track climate performance rigorously as well as persistent uncertainties surrounding regulations and public policies in this area. Despite these difficulties, the conclusions of most studies remain optimistic about the positive financial, reputational, and institutional impacts of organizational carbon neutrality. The best practices identified in the literature revolve around actions related to leadership commitments, strategic planning, and innovation. This study provides an in‐depth understanding of the implications of carbon neutrality for managers and proposes avenues of improvement for future initiatives in this area. It also discusses contributions to the literature, significant research gaps, and resulting avenues for future research.

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