ABSTRACT Decarbonisation is defined here as the reduction of carbon dioxide emissions from an organisation or process through a concerted strategy, to a point of neutrality. This article examines the presence of Best Practice Carbon Management (BPCM) within four Australian organisations from two contrasting sectors. The cases are taken from the high emissions electricity sector and the low emissions university sector, representing extreme cases in terms of carbon emissions and contrasting potential reasons to decarbonise. Findings show that all of the cases are taking action in each attribute area of BPCM but overall are still struggling to decarbonise. The cases presented in this article display individualisation within their carbon management strategies, linked to their internal and external environments. Organisational strengths are discussed in the areas of Networking/Stakeholder Engagement; Strategy; Resource Allocation; and Knowledge Creation. A typology of strategic responses is constructed and potential areas of attribute underdevelopment identified, with implications for achieving decarbonisation.

中文翻译：

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检查澳大利亚组织内的最佳实践碳管理：来自不同行业的案例

摘要脱碳在这里定义为通过一致的策略将组织或过程中的二氧化碳排放量减少到中性点。本文研究了来自两个不同领域的四个澳大利亚组织中最佳实践碳管理（BPCM）的存在。这些案例来自高排放电力部门和低排放大学部门，代表了碳排放方面的极端案例，并对比了脱碳的潜在原因。调查结果表明，所有案件都在BPCM的每个属性区域采取行动，但总体上仍在努力脱碳。本文介绍的案例显示了其碳管理策略中与内部和外部环境相关的个性化。在网络/利益相关者参与方面讨论了组织实力；战略; 资源分配; 和知识创造。建立了战略对策的类型，并确定了属性欠发达的潜在领域，这对实现脱碳具有影响。