Suchergebnisse

Examines strategies used by groups such as Greenpeace, the Sierra Club, and the World Wildlife Fund to influence public policy. Includes an historical survey of the US environmental movement.

Discusses how environmental NGOs (nongovernmental organizations) in the US have approached environmental problems, including global climate change. The history & target issues of environmental NGOs are examined, noting differences in values & goals. 17 References. Adapted from the source document.

1. Introduction / Jon Birger Skjµrseth and Per Ove Eikeland -- 2. Analytical framework / Per Ove Eikeland and Jon Birger Skjµrseth -- 3. Electric power industry / Per Ove Eikeland -- 4. Oil industry / Jon Birger Skjµrseth -- 5. Pulp and paper industry / Lars H. Gulbrandsen and Christian Stenqvist -- 6. Cement industry / Anne Raaum Christensen -- 7. Steel industry / Jørgen Wettestad and Liv Arntzen Løchen -- 8. Comparative analysis / Jon Birger Skjµrseth. [and others] -- 9. Concluding remarks and the road ahead / Per Ove Eikeland and Jon Birger Skjµrseth.

"The European Union (EU) aims to put Europe on track toward a low-carbon economy. In this striking challenge, the EU Emissions Trading System (EU ETS) has been singled out as the Union's key climate policy instrument, ultimately aimed as a model for a global carbon market. The learning effect of the EU ETS could thus be tremendous. This study explores how the EU ETS actually works on the ground, affecting corporate climate strategies. It covers general sector responses as well as systematic comparative studies of companies across the sectors. The latter enables improved understanding of causal effects and the role of interaction between different policy instruments and other factors that impact corporate climate strategies. The study explores a broad set of mechanisms at play potentially linking the EU ETS to company climate strategies. These include how corporate norms of responsibility are affected by the EU ETS and how economic incentives provide opportunities for innovation. The book's main contribution lies in its systematic examination of corporate responses to the EU ETS from a broad empirical and analytical social science perspective covering companies in all main EU ETS sectors: electric power, oil, cement, steel and pulp and paper."--Publisher's website.

This article examines the recent changes of three central EU climate and energy policies: the revised Emissions Trading Directive (ETS); the Renewables Directive (RES); and internal energy market (IEM) policy. An increasing transference of competence to EU level institutions, and hence "vertical integration," has taken place, most clearly in the case of the ETS. The main reasons for the differing increase in vertical integration are, first, that more member states were dissatisfied with the pre-existing system in the case of the ETS than in the two other cases. Second, the European Commission and Parliament were comparatively more united in pushing for changes in the case of the ETS. And, third, although RES and IEM policies were influenced by regional energy security concerns, they were less structurally linked to and influenced by the global climate regime than the ETS.

Although many governments are assuming the responsibility of initiating adaptation policy in relation to climate change, the compatibility of "governance-for-adaptation" with the current paradigms of public administration has generally been overlooked. Over the last several decades, countries around the globe have embraced variants of the philosophy of administration broadly called "New Public Management" (NPM) in an effort to improve administrative efficiencies and the provision of public services. Using evidence from a case study of reforms in the building sector in Norway, and a case study of water and flood risk management in central Mexico, we analyze the implications of the adoption of the tenets of NPM for adaptive capacity. Our cases illustrate that some of the key attributes associated with governance for adaptation—namely, technical and financial capacities; institutional memory, learning and knowledge; and participation and accountability—have been eroded by NPM reforms. Despite improvements in specific operational tasks of the public sector in each case, we show that the success of NPM reforms presumes the existence of core elements of governance that have often been found lacking, including solid institutional frameworks and accountability. Our analysis illustrates the importance of considering both longer-term adaptive capacities and short-term efficiency goals in public sector administration reform.