Understanding Managers’ Views of Global Environmental Risk

This research investigated managers’ views of two global environmental risks: climate change and loss of biodiversity. The intent was to understand why different managers place varying levels of attention and priority on these issues. The data came from in-depth interviews with 28 senior corporate managers across Canada and a range of sectors, although most were employed in the energy sector. Approximately half had direct environmental responsibilities and half had other management duties. Grounded theory was used to collect and analyze the data. From the results, a theoretical framework was constructed to explain important factors that can influence managers’ mental models of environmental risk. Four factors relevant to managers’ appraisal of the threat of environmental risk include: (1) salience, (2) intrinsic value of nature, (3) knowledge, and (4) perceived resilience of nature. In addition, four factors relevant to managers’ view of the appeal of a particular response strategy were: (1) avoidability, (2) perceived costs and benefits, (3) fairness and equity, and (4) effectiveness. The time horizon for decision making was seen as being important in both portions of the mental model.