This study investigates the oil and gas industry's response to climate change, focusing on why major multinational corporations have struggled to reduce global greenhouse gas emissions. By bridging strategic management, Corporate Social Responsibility (CSR), grand challenges, and organizational studies, this empirical research explores how organizations navigate complexity and practices linked to organizational culture. Using a qualitative longitudinal case-study approach, integrating strategy-as-practice and institutional work, findings reveal that CSR inclusion into corporate strategy is a time-dependent process, influenced by organizational culture and stakeholder demands. The study highlights the fragility of CSR performance compared to economic performance and underscores the importance of a sustainable organizational culture for effective CSR integration. This research contributes to understanding the complexities of corporate climate action and offers insights for policymakers and industry stakeholders.
