scholarly journals Taking the Paris Agreement Forward: Continuous Strategic Decision-making on Climate Action by the Meeting of the Parties

2018 ◽  
Vol 21 (1) ◽  
pp. 124-166
Author(s):  
Petra Minnerop

There is a new cloth on the table that provides the setting for global climate action. The 2015 Paris Climate Agreement represents the future legal framework designed to facilitate global efforts to combat climate change in the long-term. This article looks at the fabric of this framework through the lens of the law-making procedure. The lawmaking procedure that brought the Paris Agreement into life and will sustain it, marks a departure from the traditional framework convention-cum-protocol approach and changes it into a ‘framework convention-cum-decisions’ model. While the Kyoto Protocol was prescriptive in setting individual emission targets for developed countries, the Paris Agreement sets forth an evolutionary multilateral treaty and enables Parties to steer collective and individual efforts towards a worldwide temperature goal through continuous, strategic decision-making. The article demonstrates that the Agreement becomes operational only in the context of the decisions that were adopted by the Conference of Parties with the Agreement and in the context of further decisions that need to be adopted by the ‘Conference of Parties serving as the meeting of the Parties to the Paris Agreement’. Many of the skeletal provisions and mechanisms of the Paris Agreement need to be fleshed out and operated through further decisions. New functions and competences conferred on the ‘Conference of Parties serving as the Meeting of the Parties’ change the role that this meeting of the Parties has, making it the driver for the development of the law on combating climate change. This international lawmaking is reinforced through the integration of Parties’ decisions within legal orders of Parties, the European Union legal order will be used as an example of one legal order acting as a transmission belt. The article contends that this strategic decision-making affects the legal certainty of international climate action and contravenes the balance between legislative approval of an international agreement and the prerogative of national governments for strategic decisions.

2017 ◽  
Vol 8 (2) ◽  
pp. 1-10 ◽  
Author(s):  
Daniel W. Keebler ◽  
Paul D. Albertelli Jr. ◽  
Briance Mascarenhas

Renewable energy can potentially be a source of competitive advantage, reduce greenhouse gases, and counter climate change. This study utilizes Multi-Criteria Decision Analysis to systematically assess the relative attractiveness of multiple renewable energy forms based on three factors: 1. business (economic), 2. technical (environmental), and 3. social (regulatory). It uncovers the relative attractiveness of various renewable energy forms and suggests strategies for their development for providers and customers. After considering multiple factors, the study found hydro, geothermal, and wind power to be relatively attractive renewable energy sources.


Author(s):  
Imre Sabahat Ersoy

Innovative managerial thinking in global business economics necessitates the follow-up of the developments in the international regulatory framework of risk management for strategic decision making. The risk management framework which evolved from Basel I to Basel III (or with the December 2017 finalizations, the way the market calls it “Basel IV”) in the world economies and Capital Requirements Directive (CRD) V and Capital Requirements Regulation (CRR) II in the European Union have been game changers. Global managers need to take strategic decisions in this new international risk management setting in order to succeed in the competitive global business environment. For effective capital management, risk function and finance function should come together. For effective implementation, this mix should be supported by establishing partnership among the risk, finance, and strategy groups.


Author(s):  
Daniel W. Keebler ◽  
Paul D. Albertelli Jr. ◽  
Briance Mascarenhas

Renewable energy can potentially be a source of competitive advantage, reduce greenhouse gases, and counter climate change. This study utilizes Multi-Criteria Decision Analysis to systematically assess the relative attractiveness of multiple renewable energy forms based on three factors: 1. business (economic), 2. technical (environmental), and 3. social (regulatory). It uncovers the relative attractiveness of various renewable energy forms and suggests strategies for their development for providers and customers. After considering multiple factors, the study found hydro, geothermal, and wind power to be relatively attractive renewable energy sources.


Author(s):  
Alix Dietzel

The Conclusion of the book focuses on the lessons that can be learned from the bridging of theory and practice. More specifically, the Conclusion considers how transnational and multilateral responses compare, and explains that state and non-state actors face very similar problems, including the ongoing struggle to lower greenhouse gas emissions at the rate required, the entrenched favouring of mitigation over adaptation, the pervasive exclusion of less developed countries from decision making processes, and the incessant failure to change the behaviour of responsible actors. These shared problems imply that integrating transnational climate change actors in multilateral processes, which the Post-Paris Agreement regime is moving towards, may not be a simple or straightforward improvement of the climate change response. The Conclusion therefore reflects on whether the direction the Post-Paris regime is heading in might be a hindrance to a just response to the climate change problem, rather than a help. The Conclusion ultimately recommends that transnational actors should be given as much space as possible to pursue their ambitions, with limited guidance from the UNFCCC.


2017 ◽  
Vol 59 (3) ◽  
pp. 74-108 ◽  
Author(s):  
Daina Mazutis ◽  
Anna Eckardt

Despite the consensus that climate change will have huge consequences not just for the planet but also on corporate operations, businesses continue to fail to adjust their strategic decision-making processes to become more sustainable. One of the silent culprits behind climate change inertia lies in the cognitive biases at play in corporate decision making. This article builds on existing strategic decision-making models to explain how biases prevent managers from accurately identifying the moral dimensions of climate change. It also presents a broad range of practical interventions for how this constraint can be overcome.


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