The role of VMT reduction in meeting climate change policy goals

This article evaluates the case for vehicle miles traveled (VMT) reduction as a core policy goal for reducing greenhouse gases (GHGs), concluding the economic impacts and social consequences would be too severe given the modest potential environmental benefits. Attempts to reduce VMT typically rely on very blunt policy instruments, such as increasing urban densities, and run the risk of reducing mobility, reducing access to jobs, and narrowing the range of housing choice. VMT reduction, in fact, is an inherently blunt policy instrument because it relies almost exclusively on changing human behavior and settlement patterns to increase transit use and reduce automobile travel rather than directly target GHGs. It also uses long-term strategies with highly uncertain effects on GHGs based on current research. Not surprisingly, VMT reduction strategies often rank among the most costly and least efficient options. In contrast, less intrusive policy approaches such as improved fuel efficiency and traffic signal optimization are more likely to directly reduce GHGs than behavioral approaches such as increasing urban densities to promote higher public transit usage. As a general principle, policymakers should begin addressing policy concerns using the least intrusive and costly approaches first. Climate change policy should focus on directly targeting greenhouse gas emissions (e.g., through a carbon tax) rather than using the blunt instrument of VMT reduction to preserve the economic and social benefits of mobility in modern, service-based economies. Targeted responses are also more cost effective, implying that the social welfare costs of climate change policy will be smaller than using broad-brushed approaches that directly attempt to influence living patterns and travel behavior.     

Opportunities for a state‐federal partnership in an expanded territorial sea

Abstract

The United States currently has a 3‐mile territorial sea limit which is under the jurisdiction of coastal states. In the event the United States joins with other countries in adopting a 12‐mile territorial sea, Congress may consider extending state jurisdiction to 12 miles. It may be in the best interest of coastal states to oppose extension and instead support a strengthened federal‐state ocean management regime which disregards boundary lines and is based on the sharing of outer continental shelf leasing revenues along with a guaranteed role for coastal states in federal decision‐making.     

The Organization of Nautical Training and Executive Leadership

The aim of this paper is to indicate some of the distinctive problems of executive leadership which surround the control of authority in merchant navy training schools in the United Satates, Great Britain, and Spain. On the basis of extensive field interviews with the staff and directors of two American, three British, and two Spanish, schools, our purpose is to suggest the conditions which give rise to the need for particular kinds of leadership styles, depending upon the manner by which nautical education is organized [1]. More specfi-cally, our thesis is that their organizationl chartering arrangements (defined as contractual and quasi-contractual linkages with variious third parties to nautical education) mandate specific kinds of internal structural patterns within nautical schools which, in turn, produce the need for different styles of executive leadership.     

Linking ocean container carrier capabilities to shipper–carrier relationships: a case study

ABSTRACT

As outsourcing and offshoring continue to expand, the ocean container industry serves a critical and still increasing role in supporting global trade. Yet, perceived commoditization and intense price competition among ocean container carriers limit opportunities for competitive advantage and formation of long-term shipper–carrier relationships. This environment ultimately yields an unhealthy industry that threatens the stability of global supply chains. Extant literature provides limited insight into how carriers can build strong relationships with shippers to overcome the short-term, transactional-orientation of the industry. Examining a case study of a major ocean container carrier, we apply structural equation modeling to shipper survey data to explore how carrier operational, service, and pricing capabilities influence the strength of the long-term shipper–carrier relationship. Furthermore, we identify unique clusters of shipper needs, helping the carrier understand when and how to promote a particular portfolio of capabilities to customers.