Key points are not available for this paper at this time.
Abstract The increasing awareness of the role of fossil fuels in global warming, fluctuating oil and gas prices, and governments' commitments to phase out fossil fuels are driving the Norwegian oil and gas industry to increasingly aim for a transition to more sustainable renewable energy. There are few studies investigating how highly emission‐intensive oil and gas firms can transition into greener industries. In this multiple‐case study, we investigate how these firms can develop green innovations and enter renewable industries by developing dynamic capabilities. We find several microfoundations of dynamic capabilities that are important for green innovation development. Expanding the search window and proactive behavior are key for identifying new opportunities, while developing market insight, cross‐sector collaboration, and structural ambidexterity are crucial to seize and reconfigure opportunities. The findings also illuminate how firm strategy in the sensing stage impacts what opportunities firms seize. The study is one of few studies that explore the microfoundations of dynamic capabilities necessary for entering new and unfamiliar markets, and it contributes to the understanding of the dynamics of the underlying microfoundations and the impact of green innovation type on these dynamics.
Hermundsdottir et al. (Mon,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: