Scaling up community action for tackling climate change

Shaw, D. , Cumbers, A. , McMaster, R. and Crossan, J. (2018) Scaling up community action for tackling climate change. British Journal of Management, 29(2), pp. 266-278. (doi: 10.1111/1467-8551.12274)

Abstract

Tackling climate change requires a set of deeply intertwined geographical responsibilities whereby actors at and across different geographical scales are intimately connected. Creating effective strategies requires far more than an invocation for individual behavioural change in thinking globally and acting locally, but attention to the multi‐scalar conflicts, tensions and also opportunities to develop the most appropriate collective responses. In this paper, we use the example of community gardening initiatives in a large UK city to critically interrogate the problems facing groups at the local neighbourhood level in pursuing sustainability agendas. We focus on the organizational imperative to create a multi‐scalar food policy partnership at the city level as a way of confronting dominant global neoliberal urban competitiveness agendas. Our results emphasize the critical importance of scalar politics in enabling effective climate change strategies.

• Item Type: Articles
• Keywords: Management of technology and innovation, strategy and management, general business, management and accounting.
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: Cumbers, Professor Andrew and McMaster, Professor Robert and Shaw, Professor Deirdre and Crossan, Dr John
• Authors: Shaw, D., Cumbers, A., McMaster, R., and Crossan, J.
• College/School: College of Science and Engineering > School of Geographical and Earth Sciences; College of Social Sciences > Adam Smith Business School > Management
• Journal Name: British Journal of Management
• Publisher: Wiley
• ISSN: 1045-3172
• ISSN (Online): 1467-8551
• Published Online: 15 April 2018
• Copyright Holders: Copyright © 2018 British Academy of Management
• First Published: First published in British Journal of Management 29(2):266-278
• Publisher Policy: Reproduced in accordance with the copyright policy of the publisher