While those who adopt a defensive stance arecharacterized by opposing an organizational climatetreaty, those with an offensive stance feel the need totake the first steps towards better emissions mitigation,arguing not only environmental well-being, but alsomarket opportunities and increased legitimacy. Finally,in the middle are those with an opportunistic / hesitantposition, who are cautious about the treaties that mayarise, but as long as a change does not happen (e.g., amandatory regime), by themselves they are not proactiveregarding this issue.

Adding to the above, Kolk and Pinkse (2004, 2005)analyze the strategies regarding climate change becauseof the market components that are available to companymanagers. Likewise, they develop a typology wherethey highlight that the strategies go in the direction ofcovering two dimensions: i. The main objective and ii.The form of the organization of companies, where themain objective can be broken down into innovation andcompensation, while the form of organization of thecompany is divided into internal level, vertical level andhorizontal level.

Another interesting work in which the strategicresponses to climate change of companies were studied,but at the industry level was carried out in Jeswani et al.(2008) for two different contexts (United Kingdom andPakistan). They categorize companies according to theirstrategic responses to climate change in four types ofclusters: i. Indifferent, ii. Beginners, iii. Emerging and,iv. Actives.

The first type of cluster refers to those companies thatare apathetic about environmental issues. In the secondtype are those organizations that, although they havestarted some operational activities to reduce emissions,are still at an early stage with respect to environmental

management activity. The third type is where therebegins to be a significant change for the benefit of theenvironment, since companies classified as ‘emerging’are those that do more than ‘beginners’, but even lessthan ‘active’. Already the 'active' companies are mostlymultinational companies concerned about the climatechange movement and that undertake a wide range ofoperational activities to reduce their emissions bymaking a change in their consumption for renewableenergies (e.g., solar, wind, biomass, among others).

One of the great contributions of Jeswani et al. (2008)was to analyze the type of companies in two differentcontexts, where it states that there is a significantdisparity between companies in developed economiescompared to those in underdeveloped economies. Theirresults show that about 75% of the organizations in theunderdeveloped country are within the first two clusters,while those in the developed country, only 30% of theircompanies were in those stages that deal little withclimate change, that is, most of these companies in adeveloped context implement operational activities tocombat in a real and effective way the problem of highcarbon emissions.

In addition, they mention that some of the factors thataffect the strategies of these countries are: i. Theinfluence of stakeholders, mainly the regulatoryagencies, owners, and management of the company, andii. Drivers (e.g., "cost savings", "managementcommitment", "corporate objectives" and "compliancewith regulations") and barriers (e.g., high costs for GHGreduction and lack of financial resources for bothcontexts, while for the underdeveloped country thegreatest barriers are the lack of awareness, the lack ofavailability of technology, and the absence ofgovernment policies).

Cumpean, J., Briseño, A., y Zorrilla Del Castillo, A. L.

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Vol. 7, núm. 21 / septiembre – diciembre del 2022