Adaptation to climate change in the UK wine sector
Adaptation to climate change in the UK wine sector
复制标题
英国葡萄酒行业适应气候变化
DOI：
10.1016/j.crm.2023.100572
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发表时间：
2023
影响因子：
4.4
通讯作者：
Gannon K
中科院分区：
文献类型：
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作者：
Gannon K
这项研究撰写了有关私营部门适应的文献，考察了英国葡萄酒行业在商业层面对气候变化的适应。这项研究采用了一种时间和关系的适应观点，通过全部门的价值链透镜，并通过考虑适应气候变化和较长期变化。我们从该领域“好的一年”和“不好的一年”的角度来考虑极端事件在适应决策和学习中的作用。不同寻常的是，我们同时关注气候变化的机遇和风险。结果显示，企业越来越多地将气候变化视为英国葡萄酒行业的机遇。然而，气候风险依然存在，并通过供需关系沿着价值链传播。这就产生了“好年景”和“坏年景”的赢家和输家，以及更长的时间尺度。我们发现，价值链上的企业采取措施，从事广泛的主动适应行为，通常是从业务设计和开发开始。企业内部的业务关系状况、气候风险暴露以及适应能力和适应决策可能会影响整个价值链的风险和机会。我们的研究结果也反映和发展了组织适应理论。我们发现，企业不断完善其适应策略，以应对气候变化和极端事件。他们通过试验新技术和新策略来加强适应学习。非常规和极端事件可能成为创造性迭代和适应战略创新的重要焦点或引爆点，包括较长期的气候变化。我们的结果与之前的文献形成了鲜明对比，这些文献表明，企业认为气候变化太不确定或太长期，无法进行适应。相反，气候变化已成为葡萄酒行业的主旋律，行业参与者经常通过这种叙事来解读自己的经历，并为自己的商业设计和活动定位。结果表明，在适应决策方面强烈依赖自己的经验，这有可能造成适应锁定。我们提出了一种积极的私营部门适应反应的类型学。
This research contributes to literature on private sector adaptation, examining business-level adaptation to climate change in the UK wine sector. The research adopts a temporal and relational view of adaptation, through a sector-wide, value chain lens and through considering adaptation to both climate variability and longer-term change. Using the lens of ‘a good year’ and ‘a bad year’ in the sector, we consider the role of extreme events in adaptation decision-making and learning. We focus, unusually, on both opportunities and risks of climate change. Results show businesses increasingly see climate change as an opportunity for the UK wine sector. Yet climate risks remain and propagate along value chains, through supply and demand. This produces winners and losers in ‘good years’ and ‘bad years’, as well as over longer timescales. We find businesses along the value chain take steps to engage in extensive proactive adaptation behaviour, often right from business design and development. Business relationships condition climate risk exposure and adaptive capacity and adaptation decisions within one business can influence risks and opportunities throughout the value chain. Our results also reflect and develop organisational adaptation theories. We find businesses continually refine their adaptation strategies in response to climate variability and extreme events. They enhance adaptation learning by experimenting with new technologies and strategies. Irregular and extreme events can become important focal or tipping points in creative iteration and innovation of adaptation strategies, including for longer-term climate change. Our results stand in contrast to earlier literatures which suggest that businesses consider climate change to be too uncertain, or long-term, to engage in adaptation. Instead, climate change has become a master-narrative within the wine industry, through which sector actors often interpret their experiences and orient their business design and activities. Results indicate a strong dependence on own experience in adaptation decision making, that risks creating adaptation lock-in. We propose a typology of proactive private sector adaptation responses.