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This book originates from the work of contributors to initiatives and global networks promoting and pursuing lines of enquiry that recognise and probe relationships between sustainable consumption, design and production, and the implications of those relationships for new economic activity and the way we live and govern ourselves.

This title was first published in 2000. This text analyzes the problems of managing large-scale technology projects. It addresses the contrast between projects' hoped-for benefits and the optimism with which they are promoted, and the high human, economic or environmental costs of their operation. The book is multi-disciplinary in its approach and an integration of different levels of analysis. It contains case studies that are analyzed in terms of the literatures on decision theory, public administration and strategic and project managment.

This is a practical introduction to the management of strategic change. The book takes an interdisciplinary approach to the conduct of change in the real world. The author avoids an overly academic approach and stresses the international dimension to competition and change. Mini-cases are used throughout to illustrate the theory, and a further 20% of the whole book comprises full case studies addressing a wide range of business sectors and different sized companies.