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dc.contributor.authorAlves, Marcelo Wilson Furlan Matosen_UK
dc.contributor.authorJabbour, Ana Beatriz Lopes de Sousaen_UK
dc.contributor.authorKannan, Devikaen_UK
dc.contributor.authorJabbour, Charbel Jose Chiappettaen_UK
dc.description.abstractDrawing on the theory of contingency, the aim of this work is to understand how supply chain-related contingencies, arising from climate change, are related to changes in the organisational structure of firms. Further, we explore how this relationship influences the perception of sustainability managers on the adoption of low-carbon operations management practices and their related benefits. To achieve this goal, this research uses NVivo software to gather evidence from interviews conducted with ten high-level managers in sustainability and related areas from seven leading companies located in Brazil. We present four primary results: (a) a proposal of an original framework to understand the relationship between contingency theory, changes in organisational structure to embrace low-carbon management, adoption of low-carbon operations practices, and benefits from this process; (b) the discovery that an adequate low-carbon management structure is vital to improve the organisations’ perceptions of the benefits from its adoption; (c) low-carbon management initiatives tend to emerge from an organisation’s existing environmental management systems ; and (d) controlling and monitoring climate contingencies at the supply chain level should be permanent and systematic. Based on the knowledge of the authors, to date, this work is the first piece of research that deals with the complexity of putting together contingency theory, climate-change contingencies at the supply chain level, organisational structure for low-carbon management, and low-carbon operations management practices and benefits. This research also highlights evidence from an emerging economy and registers future research propositions.en_UK
dc.relationAlves MWFM, Jabbour ABLdS, Kannan D & Jabbour CJC (2017) Contingency theory, climate change, and low-carbon operations management. Supply Chain Management, 22 (3), pp. 223-236.
dc.rights© Marcelo Wilson Furlan Matos Alves, Ana Beatriz Lopes de Sousa Jabbour, Devika Kannan and Charbel Jose Chiappetta Jabbour 2017 Published by Emerald Publishing Limited Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at
dc.subjectClimate changeen_UK
dc.subjectLow carbonen_UK
dc.subjectEmerging economiesen_UK
dc.subjectSustainable operationsen_UK
dc.subjectLow-carbon economyen_UK
dc.subjectSustainable innovationen_UK
dc.subjectSustainable supply chainen_UK
dc.titleContingency theory, climate change, and low-carbon operations managementen_UK
dc.typeJournal Articleen_UK
dc.citation.jtitleSupply Chain Managementen_UK
dc.type.statusVoR - Version of Recorden_UK
dc.contributor.affiliationSao Paulo State University (Universidade Estadual Paulista)en_UK
dc.contributor.affiliationUniversity of Strathclydeen_UK
dc.contributor.affiliationUniversity of Southern Denmarken_UK
Appears in Collections:Economics Journal Articles

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