Journal of Business Research 146 (2022) 619–635 0148-2963/© 2022 Elsevier Inc. All rights reserved. Strategic solutions for the climate change social dilemma: An integrative taxonomy, a systematic review, and research agenda Siavash Rashidi-Sabet a , Sreedhar Madhavaram b , Atul Parvatiyar c, * a Area of Marketing & Supply Chain Management, Jerry S. Rawls College of Business, Texas Tech University, Lubbock, TX 79409-2101, United States b Area Coordinator, Marketing & Supply Chain Management, Jerry S. Rawls College of Business, Texas Tech University, Lubbock, TX 79409-2101, United States c Center for Sales & Customer Relationship Excellence, Jerry S. Rawls College of Business, Texas Tech University, Lubbock, TX 79409-2101, United States A R T I C L E INFO Keywords: Climate change Social dilemma Commons dilemma Business strategy Strategic solutions Integrative taxonomy of solutions ABSTRACT Climate change is a formidable societal challenge that requires urgent attention. As tackling ecological problems needs a broader perspective in which collective and behavioral responses from individuals, organizations, and social groups become central, we approach the climate change challenge as a social dilemma. Therefore, building on research on social dilemmas and associated taxonomies of solutions, we develop an integrative taxonomy of strategic solutions for the climate change social dilemma. Next, we look at the climate action recommendations of leading organizations that grew out of the League of Nations – the United Nations, the World Economic Forum, the World Bank, the World Business Council for Sustainable Development, and the Intergovernmental Panel on Climate Change. Then, using our taxonomy, we systematically review management research on strategies for resolving the climate change social dilemma. Finally, we present a research agenda and discuss the implications of our fndings. 1. Introduction Climate change is a formidable societal challenge that requires ur- gent attention (Chandy et al., 2019; Voegtlin, Scherer, Stahl, Hawn, & Siegel, 2018; Wittneben, Okereke, Banerjee, & Levy, 2012). According to the 2018 United-States Global Change Research Program (USGCRP) Report, the accelerated warming of the Earth’s core – from 1979 to 2016 – is evident through surface and satellite data. Alarmingly, as the rate of global warming seems to be accelerating with each passing decade, the future risks associated with climate change will be immense and, thus, will become more challenging to navigate (IPCC, 2021). Hence, in- dividuals, governments, civil societies, and organizations must prevent further climate change and even reverse its course or face disastrous consequences. Although management literature has increased its focus on issues of global warming and climate change (e.g., Buhr, 2012; Gill, 2020; Nyberg, Wright, & Kirk, 2020; Slawinski & Bansal, 2012), much of it has been linked to corporate social responsibility (CSR) initiatives and practices (Endo, Delbridge, & Morris, 2015; Lindgreen & Swaen, 2010; Maon, Vanhamme, De Roeck, Lindgreen, & Swaen, 2019), while research guidance on how organizations can strategically respond to climate change is still lacking. Indeed, according to Carroll (1979, p. 500; 1991, p. 283; 2004, p. 116), “[t]he social responsibility of business encompasses the economic, legal, ethical, and discretionary [philan- thropic] expectations that society has of organizations at a given point in time.” In the same vein, Wood (1991, p. 693) further argues that a company’s social performance can be assessed by examining the degree to which “principles of social responsibility motivate actions taken on behalf of the company, the degree to which the frm makes use of so- cially responsive processes, the existence and nature of policies and programs designed to manage the frm’s societal relationships, and the social impacts (i.e., observable outcomes) of the frm’s actions, pro- grams, and policies.”. However, making environmental imperatives an integral part of corporate strategy, beyond its considerations of appended social re- sponsibility, is increasingly being realized. In other words, organiza- tional solutions to climate change must undergird corporate strategies to succeed. Moreover, since strategy (i) is the preserve of those in formal positions (De Certeau, 1998), (ii) is about competitive advantages (Porter, 1996), and (iii) involves planning and cooperation with other stakeholders (Freedman, 2013), strategic solutions to climate change must become an embedded concern of corporate leadership, in the quest for competitive advantage(s), and for developing stakeholder partnerships. * Corresponding author. E-mail addresses: Siavash.Rashidi-Sabet@ttu.edu (S. Rashidi-Sabet), s.madhavaram@ttu.edu (S. Madhavaram), Atul.Parvatiyar@ttu.edu (A. Parvatiyar). Contents lists available at ScienceDirect Journal of Business Research journal homepage: www.elsevier.com/locate/jbusres https://doi.org/10.1016/j.jbusres.2022.03.088 Received 28 September 2021; Received in revised form 25 March 2022; Accepted 30 March 2022