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Climate Change and the Oil IndustryCommon Problem, Different Strategies$
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Jon Skjaerseth and Tora Skodvin

Print publication date: 2003

Print ISBN-13: 9780719065583

Published to Manchester Scholarship Online: July 2012

DOI: 10.7228/manchester/9780719065583.001.0001

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Concluding remarks

Concluding remarks

Chapter:
(p.196) 7 Concluding remarks
Source:
Climate Change and the Oil Industry
Author(s):

Jon Birger Skjærseth

Tora Skodvin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719065583.003.0007

This chapter sums up the key findings of this study which has been on the factors that may explain the changes and differences in corporate climate strategies adopted by major oil companies: ExxonMobil, the Shell Group and Statoil. It explains that Shell has chosen a proactive strategy, ExxonMobil a reactive one, while the climate strategy adopted by Statoil can be placed in between as intermediate. The analysis reveals that the domestic political context of the companies' home-base countries is more important for explaining differences in corporate climate strategy than are company-specific factors. This chapter also concludes that the analytical framework developed in this study may be applicable also for analysing other issue areas in which large corporations play an important role.

Keywords:   climate change strategies, ExxonMobil, the Shell Group, Statoil, domestic political context, home-base countries, analytical framework, large corporations

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