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Book Review: Working in a multicultural world: A guide to developing intercultural competence

and governmental policy from 1988 to 2016. Chapter 5 zeroes in on 2006–2007 with respect to business’—and especially energy industry’s—realization that they needed as much certainty as possible in long-term investments and therefore would be more amenable to a predictable even if somewhat costly emissions framework. Chapter 6 assesses direct and indirect advantages to certain industries, including forestry and railways, respectively, from a national carbon-pricing policy. Chapter 7 emphasizes the experience and, more precisely, the familiarity of an industry with a policy instrument. Chapter 8 finds that key managers’ ideas are less influential on industry stances toward climatemitigation policy options than previously hypothesized. Specifically, the author did not find corroborating evidence for anecdotal claims about individuals’ own preferences guiding the process of arriving at industry positions. However, assessments of short-term versus long-term risks figured prominently in managers’ personal as well as their companies’ official stances. The author notes that experience plays a large part in these stances and suggests five patterns of professional experience that may be predictors of policy conclusions. For example, a “firm [which] had previous experience with a carbon-pricing instrument ... but would gain no apparent advantage from either cap-and-trade or carbon tax” will stay with what they already know. Patterns are interesting in that can be seen to depersonalize decisions; that is, patterns happen. In that sense it’s like machine learning, an observation of what is, without questioning if it should be. The book’s moral neutrality is admirable. It maintains its focus on communication and decision-making rather than moral theory. Still, industry managers are moral agents as well as agents on behalf of shareholders, and this use case could be mined from the point of view of agency. Munroe’s suggestion that “further study is needed to determine how firms’ [managers’] decisions on addressing the climate change issue are made” acknowledges that this is beyond the scope of this book, and understandably so. Still, such “further study” would necessarily bring the moral dimension into the light. The interaction between personal beliefs and professional policy conclusions ultimately is a moral one for the manager/agent. Munroe’s analysis concludes in chapter 9 with a stress on the complexity of industry motivations and positions with respect to environmental policy in general and climate policy in particular. Ultimately, the book ably demonstrates how perceptions and calculated assessments of cost, risk, relationships, and the future contribute to industry positions. The author calls for similar studies in other countries as well as further investigation of the roles of investor and other stakeholding groups’ roles. Business in a Changing Climate offers a careful and penetrating look inside business engagement with climate change. It is a fine example of scholarship that is highly readable, relevant, and concisely presented. One imagines that the content gathered from her 60 interview subjects and her many cited references this book could have been treated in many more pages, but it is hard to imagine that more words would improve an already excellent volume. The book provides illuminating and valuable reading for leaders and change agents in all sectors as well as for academic researchers.