ABSTRACT
Under what conditions do environmental assessment tools (such as Life Cycle Assessment or Internal Carbon Pricing) succeed in transforming corporate practices in order to better take the environment into account in their decisions? Based on both intervention research at an automobile manufacturer’s and a survey among several companies using monetary valuation of environmental externalities, this chapter explores how actors in the field take charge of and interpret environmental management tools to make sense of them. It describes in particular an experimentation with a simplified LCA tool and Internal Carbon Pricing at an automobile manufacturer’s.
