By Kees Jansen, Sietze Vellema
This quantity examines intimately how a ways agribusiness organisations are responding to the possibilities and pressures as a result of rising environmental expertise, to play their half within the "greening" of agriculture and nutrition. particularly, in what methods are those organizations altering their R&D and company practices that allows you to improve new environmentally orientated items, companies and techniques of creation? And what can they modify in their personal volition, and the place is exterior path an important of environmentally pleasant innovation? those questions are explored via a chain of hugely unique investigations of specific biotech and different agribusiness companies--including Monsanto, Ciba Geigy, Dole, and Chiquita--and their habit particularly elements of the realm, together with California, Europe, Australia, Brazil, and imperative the US.
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Extra info for Agribusiness and Society: Corporate Responses to Environmentalism, Market Opportunities and Public Regulation
Second, Monsanto had to create ﬁnancial and political alliances in order to be able to purchase and link a range of mainly seed companies and biotechnology venture enterprises to its new strategy. It had to convince investors of the probability of proﬁts, cost reductions and eﬃciency gains. And, ﬁnally, the company had to ﬁnd an acceptable institutional modality for introducing and diﬀusing its new technological products into society. Here, the company entered the terrain where its internally formulated technological agenda had to interact with the external selection environment.
R. Geigy, two venerable Swiss pharmaceutical and chemical companies, with historic roots in dyestuﬀs which date back to the eighteenth century. Ciba-Geigy became Novartis in 1996 after merging with another old Swiss ﬁrm, Sandoz. The life science format has since been abandoned; in 2000 Novartis divested agro-chemicals and seeds as Syngenta, formed from the merger of Novartis Agribusiness and Zeneca Agrochemicals. Syngenta globally ranks ﬁrst in crop protection, and third in the highvalue commercial seeds market.
The company took these criticisms seriously. Being headquartered in one of the most environmentally conscious societies in the world, Switzerland, Ciba-Geigy was having acceptance problems on its own doorstep. It was becoming diﬃcult to ﬁnd top-quality employees from Switzerland prepared to work for the company, especially in the pesticides businesses. 2 Vision 2000 – the triple bottom line Ciba-Geigy’s ‘Vision 2000’ grew out of an atmosphere of declining public acceptance. The chemical industry was facing unprecedented t h e c i b y- g e i g y vi s i on | 26 hostility following the poisoning of the Rhine in 1986 by the Sandoz warehouse ﬁre, and the explosion at Union Carbide ’s plant in Bhopal India in 1984.
Agribusiness and Society: Corporate Responses to Environmentalism, Market Opportunities and Public Regulation by Kees Jansen, Sietze Vellema