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Exploring the Cognitive Foundations of Managerial (Climate) Change Decisions

Author

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  • Belinda Wade

    (University of Queensland)

  • Andrew Griffiths

    (University of Queensland)

Abstract

Climate change is a complex, multilevel challenge with implications of failure unimaginable for current and future generations. However, despite the Paris Agreement supporting the imperative for action in an atmosphere of scientific consensus, organisations are failing to take the decisive action required. We argue that this lack of organisational action needs to be addressed by examining the cognitive foundations of managerial decisions on climate change and sustainability. A systematic review of research on cognition, sensemaking and managerial interpretation where it is linked to climate change or sustainability is presented within this article. The results detail a multilevel analysis highlighting key themes and the core concepts from the literature including factors shaping the cognitive process, to elucidate reasons for inaction and potential for promoting change. Through this research, an integrated model is presented demonstrating the interaction of factors, cognitive processes and outcomes. Based on this analysis, potential reasons for inaction are proposed and countered by three potential solutions linked to leadership, social norms and structural reform.

Suggested Citation

  • Belinda Wade & Andrew Griffiths, 2022. "Exploring the Cognitive Foundations of Managerial (Climate) Change Decisions," Journal of Business Ethics, Springer, vol. 181(1), pages 15-40, November.
    • Handle: RePEc:kap:jbuset:v:181:y:2022:i:1:d:10.1007_s10551-021-04855-8
    DOI: 10.1007/s10551-021-04855-8
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