Abstract

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.