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As adaptation and mitigation are separated in international and national policies, there is also a division in the financial resources mobilized by the international community to help developing countries deal with climate change. Given that mitigation activities can benefit or hinder adaptation, and vice versa, promoting activities that contribute to both objectives can increase the efficiency of fund allocation and minimize trade-offs, particularly in land-related activities such as agriculture and forestry. The purpose of this study is to analyze how climate funding organizations consider the integration of adaptation and mitigation.

The authors interviewed representatives of climate funds directed toward forestry and agriculture to gain a better understanding of how they perceive the benefits, risks and barriers of an integrated approach; whether they have concrete activities for promoting this approach; and how they foresee the future of adaptation–mitigation integration.

Interviews revealed a diverse range of perceived benefits, risks and barriers at local, national and global scales. Most interviewees focused on the local benefits of this integration (e.g. increasing the resilience of forest carbon projects), whereas others emphasized global risks (e.g. decreasing global funding efficiency because of project complexity). Despite the general interest in projects and policies integrating adaptation and mitigation, few relevant actions have been implemented by organizations engaged in climate change finance.

This paper provides new insight into how the representatives of climate funds perceive and act on the integration of adaptation and mitigation in forestry and agriculture. The findings by the authors can inform the development of procedures for climate change finance, such as the Green Climate Fund. While managers of climate funds face barriers in promoting an integrated approach to adaptation and mitigation, they also have the capacity and the ambition to overcome them.

The purpose of the paper is to describe the attempt of a family champagne house to redefine its business organization as a family in a large family of families. This choice involves defining their activities as entrepreneuring in a specific time and space that all actors experience as their sensible reality. To describe the whole process, the authors call this ensemble a “chronotope,” including the same space and time as part of a common story. The authors assess this narrative strategy in reference to both past conflict in the champagne business and to the present crisis caused by the pandemic in addition to a series of social, economic and environmental changes in the environment.

The design of the paper corresponds to the case of a champagne family house in its environment with a longitudinal, processual approach of the family business venture before and especially after its sale and buyback by the family. The authors use Bakhtin to insist on the fictional nature of the account of most events as most protagonists adopt different perspectives. The Taittinger family, at the head of the trade house, creates a story that fits in all these perspectives and makes sense to overcome key issues in the business.

Our findings illustrate the role of the chronotope as a way to broaden the scope of inter- and intra-family relations. This concept also shows the importance of shared experiences, stories and crafted practices to sustain collective work and the meaning associated with the result of this work, in this case, champagne wine. The authors also show the different styles of chronotopes and their role in binding together actors in relation to the transformation of their activities.

The research limitations are of two kinds. The first limitation comes from the choice to focus on the Taittinger family house, as it tends to focus the analysis on their point of view. The second limitation is due to the persistence of the pandemic situation that makes it difficult to test the chronotope idea as it is quite recent. Because of the current pandemic, it is complicated to anticipate what the future could look like and therefore, to imagine the future dimension of the chronotope. To overcome this limit, the authors suggest different scenario that leaves open different possibilities.

The practical implications of this paper could be to see how family business entrepreneurs may benefit from designing their strategy as a rich personal fiction in reference to a chronotope instead of referring to storytelling, communication and brand management or even competition strictly speaking. In turbulent times and to face grand challenges, long-term collaborations require stronger ties and imagination without leaving out emotions. Yet the entrepreneurs may become a victim of their own fictions if stakeholders perceive contradictions or if they were to dislike the new episodes the family invents.

The social implications of this case study show the role of business relations built on fiction reflecting strong ties and shared processes such as entrepreneuring in the world of heritage goods where sustainability and endurance matter. This perspective insists on a shared story and it contrasts with more discontinued approaches based on disruptive innovation, opportunism and competitiveness in turbulent times. The chronotope does not ineluctably evolve in different ways, making actors’ perspective shrink, expand or exile. Family entrepreneuring may actively influence this transformation and they may also be framed by it.

The originality of the paper comes from the description of a family business in its environment as a chronotope. Reflecting how related actors in a business field like champagne co-construct a representation, the authors looked for a concept that would accurately reflect this vision, researchers chose the concept of “chronotope,” borrowing from narrative approaches. This approach is transdisciplinary. It is also an attempt to bring researchers at work closer to what actors in the field experiment with and find inspiration in.