This dissertation studies the policy process which produced and implemented the Integrated Pollution Control (IPC) system in 1990, administered by Her Majesty's Inspectorate of Pollution (HMIP). It assesses how IPC was implemented in terms of setting pollution control standards, hQWIPC compares with the air pollution regime it replaced, and in terms of IPC's policy output. Policy network concepts are used to analyse the networks of interaction between policy actors as they seek to influence the policy process. The research involved interviews with these policy actors, plus analysis of relevant documentation - including a content analysis of the new IPC public register. The analysis is presented historically, beginning with the policy network of regulator and industry which negotiated air pollution controls. Public interest groups criticised this regime in the early 1970s for the informal, consensual, and confidential way it set and enforced air pollution standards. During the 1980s, European legislation put pressure upon domestic pollution control practice. Industry began lobbying for improvements to the flexible British regime as a bulwark against European formalism. Several factors led to HMJP's creation and IPC introduction, including European and industrial pressures, but also a belief by government that change had deregulatory potential. Regulatory procedures under IPC are more transparent and formal. However, standard setting was at HMIP's discretion, to be exercised during IPC implementation. HMIP initially intended to break from the past and do this at arms'length from industry. Analysis of this implementation stage uses the organic chemicals sector for case study. It explains why IPC has suffered an 'implementation deficit' compared to HMIP's initial intentions. Moreover, improvements to industrial pollution control are negotiated in a policy network similar to its air pollution predecessor. It is argued that within the formal legal framework, persists an infonnal, consensual, and somewhat opaque pollution regime.

Thesis (Ph. D.)--University of Washington, 2003. / Vita. Includes bibliographical references (p. 66-70).

Sustaining development is becoming one of the challenges to enterprises because concerns to the natural and human environments are always being overlooked by the enterprises which intend to get sustaining advantages, especially at the globalization competing situations among enterprises. In general, only part pictures of the sustaining development can be observed by the first department (personal department) from a private viewpoint. The second department (government) is always a stumbling block to the enterprises which intend to move to foreign countries. The third department (nonprofit organization) dedicates to the development of human well-beings and citizen aesthetics which can eventually become a part of business culture. Enterprises with the concept of sustaining development for environments should agree to the viewpoints of the second and the third departments and would like to melt those into their business cultures. By the melting, a coexistence concept for the enterprises, the society and the consumers can be developed, and the social responsibilities and duties may be brought into the enterprises further. Finally, it will become an active motivation force which accelerates business development and their social responsibility mission, and eventually becomes a global sustaining development for human beings. Taiwan¡¦s leading position of synthetic leather manufacture in the world has been replaced due to its higher domestic labor, land costs and enterprise out-moving. However, some companies of the industry is still developing and promising by taking the policies of producing centralization, variety, and high value-additive products. For facing world-wide competition in the future, the industry should have an overall strategy on the viewpoints of business administration and environmental policy. In this study, two approaches, namely business competition strategy and business environmental policy, were adopted to develop subjects for obtaining a sustainable development to the synthetic leather industry. Investigation results indicate that a world-wide plumb-integration on cost competition, and producing centralized, high-variety, and high value-additive products might be a practical strategy for competing with the world plant mainland China. By a case study in this report, the strategy has been shown to be effective for abating negative impacts from current situations of world trade liberalization, inside cost promotion, and enterprise out-moving Pollution prevention has been regarded as a burden to enterprises. However, investigation results also indicate that by planning and implementation of environmental policies such as process waste reduction, energy saving, clean production, and development of environment-friendly products, the synthetic leather industry can find a more promising way.

Thesis (Ph. D.)--University of Toronto, 2005.

Thesis (M.A.) - Carleton University, 2005. / Includes bibliographical references (p. 117-134). Also available in electronic format on the Internet.

Thesis (M.Sc. (Industrial Ecology and Environment))--Mahidol University, 2007. / LICL has E-Thesis 0022 ; please contact computer services.