The great energy transition from fossil fuels to renewable sources of energy is under way. As oil insecurity deepens, the extraction risks of fossil fuels rise, and concerns about climate instability cast a shadow over the future of coal, a new world energy economy is emerging. The old economy, fueled by oil, natural gas, and coal is being replaced with one powered by wind, solar, and geothermal energy. The Great Transition details the accelerating pace of this global energy revolution. As many countries become less enamored with coal and nuclear power, they are embracing an array of clean, renewable energies. Whereas solar energy projects were once small-scale, largely designed for residential use, energy investors are now building utility-scale solar projects. Strides are being made: some of the huge wind farm complexes under construction in China will each produce as much electricity as several nuclear power plants, and an electrified transport system supplemented by the use of bicycles could reshape the way we think about mobility.
At a time when climate-change deniers hold the reins of power in the United States and international greenhouse gas negotiations continue at a slow crawl, what options are available to cities, companies, and consumers around the world who seek a cleaner future? Scott Victor Valentine, Marilyn A. Brown, and Benjamin K. Sovacool explore developments and strategies that will help fast-track the transition to renewable energy. They provide an expert analysis of the achievable steps that citizens, organizational leaders, and policy makers can take to put their commitments to sustainability into practice. Empowering the Great Energy Transition examines trends that suggest a transition away from carbon-intensive energy sources is inevitable—there are too many forces for change at work to stop a shift to clean energy. Yet under the status quo, change will be too slow to avert the worst consequences of climate change. Humanity is on a path to incur avoidable social, environmental, and economic costs. Valentine, Brown, and Sovacool argue that new policies and business models are needed to surmount the hurdles separating the current consumption model from a sustainable energy future. Empowering the Great Energy Transition shows that with well-placed efforts, we can set humanity on a course that supports entrepreneurs and communities in mitigating the environmental harm caused by technologies whose time has come and gone.
Raymond L. Garthoff examines the fateful final decade of U.S.- Soviet relations, from the start of the Reagan administration in 1981 through the end of the Soviet era-- the collapse of the communist bloc, the end of Gorbachev's failed perestroika, and the demise of the Soviet Union itself at the end of 1991. While standing on its own, the book is a sequel to the author's earlier acclaimed, Détente and Confrontation: American-Soviet Relations from Nixon to Reagan, which covers the period 1969-1980. This volume features a detailed examination of the perspectives and actions of both the United States and the Soviet Union and their interaction, including the interrelationships of domestic factors with foreign and security policies in both countries and the involvement of both powers with other countries around the world, which infringed on their direct relationship. Besides analyzing the turn from confrontation to détente over the years of the Reagan and Bush administrations and Brezhnev through the Gorbachev administration, it reflects on the significance of the great transition from the cold war to a new era. It thus illuminates the very relevant recent history that underlines and informs American-Russian relations and the new situation of a post-Soviet, post-cold war world. Garthoff has obtained access to many formerly secret Soviet documents on this period in the Russian archives, as well as to a number of official American documents that have only recently been declassified. In addition, he has been able to interview and discuss the issues with many active or former Soviet and American officials. The author concludes that the key development was the advent of a Soviet leader, Mikhail Gorbachev, who recognized the need to cast off a failed world view and to end the cold war-- and who successfully moved with the United States, under the Reagan and Bush administrations, and others, to achieve that goal; notwithstanding his failure in the parallel attempt to revitalize and transform the Soviet Union. Selected by Choice as an Outstanding Book of 1994
Indonesia is in the midst of an epic transition as it moves from decades of authoritarian government to a new era of democratic opening, from years of secular government to a time of struggle over the role of Islam in public life, and from the breakdown of a 'miracle' economy to a search for resilience in the face of global forces. In this timely work, leading scholars analyze the causes of the social, political, and economic crises that erupted in Indonesia in the late 1990s, the responses of the elite and civil society, and the prospects for continuing reform. In the process, they explore such issues as the relevance of the nation-state in an age of globalization, the role of Islam in politics and violence, the strengths and weaknesses of a negotiated route to democratic governance, the relationship of corruption and structural reform to economic growth, and the prospects for stability in Southeast Asia. The first book to grapple with the scale and complexity of this historic transition, this work offers a clear and compelling introduction to the Indonesian experience for students with an interest in the problems of post-colonial states, to scholars in comparative Asian studies, and to anyone seeking a serious yet accessible introduction to the world's largest Islamic democracy. A Study of the Weatherhead East Asian Institute, Columbia University
This inquiry builds a conceptual and strategic framework for understanding the contemporary global crisis and for shaping our world in transition. Its bedrock concern is the search for an organic planetary civilization, a vision that now opens before us as both possibility and exigency in an interdependent and dangerous century.
This book, Milton Brener’s third on the subject of UFOs and extraterrestrials, is a giant leap. He delves into an analysis of much current scientific evidence that appears to add credence to claims of early hybridization of the human race. It is an entirely new and novel approach, but a very readable and one. It is a challenge to readers to think constructively of the new and novel. It revolves around the coalescence beginning about fifty thousand years ago of several significant and scientifically proven occurrences. One is the beginning of the pale skin tone of Europeans. Brener systematically dismantles the accepted scientific explanation for it and drives home the fact that the only other living creatures with similar skin tone are the extraterrestrials, often known to many witnesses of high credibility as Nordics. Unlike other ETs, these Nordics look like us, though some are said to be remarkably tall and, also unlike others, leave the contactees with very positive feelings. Another major occurrence, the great transition, was the relatively sudden appearance of modern behavior, including artistic genius, timekeeping, and creation of musical instruments. The book is truly a tour de force.
This book is intended for researchers, policymakers, and practitioners interested in the dynamics and governance of low-carbon transitions. Drawing on the Multi-Level Perspective, it develops a whole system reconfiguration approach that explains how the incorporation of multiple innovations can cumulatively reconfigure existing systems. The book focuses on UK electricity, heat, and mobility systems, and it systematically analyses interactions between radical niche-innovations and existing (sub)systems across techno-economic, policy, and actor dimensions in the past three decades. Comparative analysis explains why the unfolding low-carbon transitions in these three systems vary in speed, scope, and depth. It evaluates to what degree these transitions qualify as Great Reconfigurations and assesses the future potential for, and barriers to, deeper low-carbon system transitions. Generalising across these systems, broader lessons are developed about the roles of incumbent firms, governance and politics, user engagement, wider public, and civil society organisations. This title is also available as Open Access on Cambridge Core.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
