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| 1 |
ID:
104878
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| Publication |
2011.
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| Summary/Abstract |
Latest estimates suggest that widespread deployment of carbon capture and storage (CCS) could account for up to one-fifth of the needed global reduction in CO2 emissions by 2050. Governments are attempting to stimulate investments in CCS technology both directly through subsidizing demonstration projects, and indirectly through developing price incentives in carbon markets. Yet, corporate decision-makers are finding CCS investments challenging. Common explanations for delay in corporate CCS investments include operational concerns such as the high cost of capture technologies, technological uncertainties in integrated CCS systems and underdeveloped regulatory and liability regimes. In this paper, we place corporate CCS adoption decisions within a technology strategy perspective. We diagnose four underlying characteristics of the strategic CCS technology adoption decision that present unusual challenges for decision-makers: such investments are precautionary, sustaining, cumulative and situated. Understanding CCS as a corporate technology strategy challenge can help us move beyond the usual list of operational barriers to CCS and make public policy recommendations to help overcome them.
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| 2 |
ID:
140054
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| Publication |
Virginia, Reston Publishing Company, Inc., 1976.
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| Description |
xiii, 466p.pbk
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| Standard Number |
0879091363
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 017466 | 658.4080973/ACK 017466 | Main | On Shelf | General | |
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| 3 |
ID:
144039
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| Summary/Abstract |
After a series of reform and restructuring that aimed to construct balanced market competition since the mid 1990s, China’s telecommunications industry had not developed in the expected way. The market structure remained unbalanced with China Mobile’s dominance. This article attempts to investigate the reasons behind the imbalanced market structure of China’s telecom industry from the perspectives of interactive corporate strategies, structure of intercorporate relationship, and government regulation and institution. It takes into consideration that the reform of China’s telecom industry resulted in a unique tripartite regulatory structure. Thus telecom operators, to some extent, are free to select their own strategy. At the same time, a special intercorporate relationship gradually formed during restructuring. China Mobile simply took advantage of this special regulatory framework and structural relationship by adopting different corporate strategies, and gained dominance in China’s telecom market.
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| 4 |
ID:
110568
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| Publication |
Oxford, Oxford University Press, 2003.
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| Description |
xvi, 527p.Hbk
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| Contents |
Vol-2: Corporate Strategy
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| Standard Number |
0199248648
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Copies: C:1/I:0,R:1,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 046468 | 658.4012/FAU 046468 | Main | On Shelf | Reference books | |
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