Thirdly, we develop a model for company-authority interactions. There are many theoretical reasons to expect that both companies and authorities need much learning time before EMS can be coupled effectively to deregulated government actions. Fourthly, four case studies provide a description and assessment of actual patterns of change. Next, we compare practical experiences with theoretical expectations. Finally, we draw conclusions about trends in business and government behaviour and give recommendations to stimulate further progress.
Progress is possible, but only under certain conditions.