Fueling Climate (In)Action: How organizations engage in hegemonization to avoid transformational action on climate change

This study examines how organizations avoid the urgent need for transformational action on climate change by engaging in a hegemonization process. To show how this unfolds, we draw from Laclau and Mouffe’s discourse theory, focusing on the case of BP and its engagement with the climate change debate from 1990 to 2015. Our study takes a longitudinal approach to illustrate how BP defended its core business of producing and selling fossil fuel...