In Jon Birger Skjærseth and Per Ove Eikeland (eds), Corporate Responses to EU Emissions Trading: Resistance, Innovation or Responsibility? Farnham (UK), Ashgate, 2013, pp. 45-97.
The chapter analyses the clear shifts observed in studied power companies towards more proactive and innovative climate strategies. It finds empirical support for the EU ETS impacting on corporate strategies through various mechanisms. Most notably, the EU ETS stimulated new strategies of learning at the industry and company levels whereby most major companies collectively agreed on a strategy for decarbonizing energy supply in Europe by 2050 through focusing on new business opportunities that could be materialise from such a strategy. The EU ETS did not evolve in a regulatory vacuum, however, and the chapter discusses how this policy instrument interacted with other policies affecting company behaviours.