Strategies of environmental organisations in the Netherlands regarding the ozone depletion problem have been analysed both at the cognitive level and at the operational level. The first objective of this analysis was to describe their strategies over a period of time. Secondly, it aimed
to increase understanding of the linkage between cognitive and operational aspects of the strategies. The third objective was to find out to what extent strategies are constant features of an organisation and how far they are defined by particular problems. The results indicate that each of
the organisations concerned with the ozone depletion problem adopted several different strategies, that the strategies of the organisations did not change much over time, and that there was no one-to-one linking of different aspects of the strategy of the organisations. Strategies seem largely
to be defined by the problem encountered.
Environmental Values is an international peer-reviewed journal that brings together contributions from philosophy, economics, politics, sociology, geography, anthropology, ecology and other disciplines, which relate to the present and future environment of human beings and other species. In doing so we aim to clarify the relationship between practical policy issues and more fundamental underlying principles or assumptions.
Environmental Values has an impact factor (2013) of 1.739.