Proponents of globalization argue that it protects the global environment from degradation and promotes worldwide sustainable economic growth while opponents argue the exact opposite. Examining the local, national, and international impacts of globalization, the Handbook of Globalization and the Environment explores strategies and solutions that support healthy economic growth, protect the environment, and create a more equitable world.

The book sets the stage with coverage of global environmental issues and policies. It explores international sustainable development, the evolution of global warming policy, transborder air pollution, desertification, space and the global environment, and human right to water. Building on this foundation, the editors discuss global environmental organizations and institutions with coverage of the UN's role in globalization, the trade-environment nexus, the emergence of NGOs, and an analysis of the state of global environmental knowledge and awareness from an international and comparative perspective.

Emphasizing the effects of increasingly integrated global economy on the environment and society, the book examines environmental management and accountability. It addresses green procurement, provides an overview of U.S. environmental regulation and the current range of voluntary and mandatory pollution prevention mechanisms in use, explores a two-pronged approach to establishing a sustainable procurement model, and examines a collaborative community-based approach to environmental regulatory compliance. The book concludes with an analysis of controversial issues, such as eco-terrorism, North-South disputes, environmental justice, the promotion ofeconomic growth through globalization in less developed countries, and the ability of scientists to communicate ideas so that policy makers can use science in decision making.

Today, there exists an integrated, large-scale satellite system to track sea-level rise, its speed, causes, and impacts. Building it was a struggle every step of the way. It was the most vivid and potentially consequential program within NASA’s larger Earth Science directorate. How did it happen? Who did what? Why? This book seeks to answer such questions. It goes back to the origins of NASA’s interest in the oceans in the 1960s and first true ocean satellite, Seasat, in 1978. After three months of operation, Seasat failed. But before it did, it showed how much satellites could tell about the ocean’s dynamics. In many ways, sea-level rise is the clearest and most understandable result of a warming planet.

A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors - both seasoned and new - for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this - nor is there ever likely to be another - in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.

While the National Aeronautics and Space Administration (NASA) is widely perceived as a space agency, since its inception NASA has had a mission dedicated to the home planet. Initially, this mission involved using space to better observe and predict weather and to enable worldwide communication. Meteorological and communication satellites showed the value of space for earthly endeavors in the 1960s. In 1972, NASA launched Landsat, and the era of earth-resource monitoring began. At the same time, in the late 1960s and early 1970s, the environmental movement swept throughout the United Sates and most industrialized countries. The first Earth Day event took place in 1970, and the government generally began to pay much more attention to issues of environmental quality. Mitigating pollution became an overriding objective for many agencies. NASA's existing mission to observe planet Earth was augmented in these years and directed more toward environmental quality. In the 1980s, NASA sought to plan and establish a new environmental effort that eventuated in the 1990s with the Earth Observing System (EOS). The Agency was able to make its initial mark via atmospheric monitoring, specifically ozone depletion. An important policy stimulus in many respects, ozone depletion spawned the Montreal Protocol of 1987 (the most significant international environmental treaty then in existence). It also was an issue critical to NASA's history that served as a bridge linking NASA's weather and land-resource satellites to NASA's concern for the global changes affecting the home planet. Significantly, as a global environmental problem, ozone depletion underscored the importance of NASA's ability to observe Earth from space. Moreover, the NASA management team's ability to apply large-scale research efforts and mobilize the talents of other agencies and the private sector illuminated its role as a "lead" agency capable of crossing organizational boundaries as well as the science-policy divide. The approach used to examine the evolving relationship between an agency and a program focuses on decision-making. The decision-making process goes through a number of stages that can span many years. The ozone decision-making process began in the late 1960s. Along the way, NASA assumed a new role and developed new relationships with other agencies. It made key decisions in the program's birth and development. While no longer acute, the ozone policy process continues, and there is increased scientific recognition of the link between ozone depletion and climate change. That link, along with other issues remaining to be understood, has required constant attention. Ozone depletion thus represents an important case study in the history of NASA and environmental sciences. It is one from which many lessons can be learned about the management of science and technology and the application of knowledge to policy-making decisions. In tracking NASA's decision-making process, the author has made use of the various books on ozone policy-and it should be emphasized this paper's orientation is on ozone policy and the NASA government program, not the history of environmental science.

When President Kennedy issued his well-known challenge to reach the moon and return safely before the end of the 1960s, the immediate responsibility for undertaking the task fell to 54-year-old NASA director James E. Webb. Eight years later, when the Apollo 11 spacecraft splashed down safely in the Pacific and the screens in NASA's Mission Control at Houston flashed the words "Task Accomplished," it was Webb who deserved much of the credit. In "Powering Apollo," W. Henry Lambright explores Webb's leadership role in NASA's spectacular success--success that is rare in ambitious government policies and programs.

A North Carolina native and Congressional staff member, Jim Webb had served in Congress, worked in the Truman administration, and risen to high office in the defense and energy industries by 1961 when Kennedy named him to head the new National Aeronautics and Space Administration. Examining Webb's role as both Washington insider and government program director, Lambright probes the skills and experience that equipped him to handle his enormous responsibilities. He also shows how Webb's performance reflected important changes in twentieth century public life, including the concentration of political power in Washington; expansion of the federal bureaucracy; the rise of big science; and visions of cooperation among government, industry, and higher education.

Leaders provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. W. Henry Lambright describes how Dr. Francis Collins is leading the Human Genome Project at the National Institutes of Health. Norma Riccucci presents a case study of how Dr. Helene Gayle led the nation's fight against HIV/AIDS and other sexually transmitted diseases. Beryl Radin analyzes the leadership style of Donna Shalala at the Department of Health and Human Services. Robert B. Denhardt and Janet Vinzant Denhardt present case studies of three local government leaders who are redefining the job of the local government executives. Paul A. Teske and Mark Schneider describe how principals are changing the New York City school system. Mark Huddleston presents his conversations with the federal government's leading senior civil servants. From these case studies, Mark A. Abramson and Kevin M. Bacon describe how 21st century leaders differ from their predecessors and what organizations can do today to develop future 21st century leaders.

Transforming Organizations provides in-depth case studies of outstanding government executives who dramatically changed both the performance and management of their organizations. The book includes case studies of Dan Goldin of the National Aeronautics and Space Administration, Ken Kizer of the Veterans Health Administration, James Lee Witt of the Federal Emergency Management Agency, and four high-ranking government officials who changed procurement in the Department of Defense. In addition, the book includes interviews with NASA Administrator Goldin and FEMA's Director Witt. The volume also includes an essay by Ken Kizer on his experience transforming the Veterans Health Administration. From these case studies, Mark A. Abramson and Paul R. Lawrence develop eight lessons that all executives can learn from in transforming their organization: select the right person, involve key players, engage employees, and persevere.

Technology and U.S. global competitiveness is a major concern today, and yet there is no study that surveys the key issues describing federal and state policies in the United States. What new technologies are likely to increase our national productivity and international competitiveness in the future? Editors Lambright and Rahm have gathered together a group of experts to provide varying perspectives and recommendations for students, scholars, experts, and policymakers to consider. The edited collection describes federal and state programs, institutions, and changing policy issues given the new world order of technology and competitiveness. Part I analyzes federal competitiveness policy, the decontrolling of technology transfer, the role of the National Institute of Standards and Technology, and the emerging role of the Department of Defense in Technology Transfer. Part II covers turbulent state programs in the 1990s, state space technology programs, and basic research and development. Part III deals with recent theoretical and organizational approaches to U.S. technology policy, changing international relations and U.S.-Japanese competitiveness, and corporate culture in small high tech firms.

How do science and technology issues become important to a particular presidency? Which issues gain priority? How? Why? What is the role of the presidency in the adoption of national policies affecting science and technology? In their implementation? How does the presidency try to curtail certain programs? Eliminate others? Or rescue programs Congress might seek to terminate? How does implementation vary between a president's own program and one that is inherited?

Such are the questions raised in this book, one of the first to address the relationship between scientists, few of whom have political backgrounds, and presidents, few of whom are knowledgeable in matters of science and technology. Drawing on extensive research performed at the Lyndon B. Johnson Library in Austin, Texas, and the National Archives in Washington, as well as on secondary sources and interviews, W. Henry Lambright describes, discusses, and analyzes this relationship and shows how one presidency set its agenda, adopted, implemented, and curtailed or eliminated science and technology programs.

Twenty-four case studies of specific decision processes occurring in the era of Lyndon Johnson anchor the book in the world of real events. Some programs adopted under Johnson are now all but forgotten, such as the Manned Orbiting Laboratory, nuclear desalting, and electronic barrier. The effects of many more, initiated, maintained, or enlarged under LBJ, lasted far beyond his administration. These include environmental pollution control, Project Apollo, and the application of Agent Orange in Vietnam. Finally, there are those that were redirected, placed on hold, or terminated under Johnson, such as the supersonic transport, antiballistic missile, and Project Mohole.

In this important book, Lambright has provided a framework for analyzing how the presidency as an institution deals with such issues, and he has established a strong foundation on which all future students of presidential policy management can build.

NASA SP-2005-4538. Monographs in Aerospace History, No. 38.
Chronicles the stages NASA went through in its efforts to study and provide information on the depletion of the ozone.