Abstract
This paper presents as case studies some New Zealand local government sustainable development initiatives in cleaner production and civic building design. From a series of structured interviews with key players, it describes key motivators and demotivators and puts these in the context of behaviour change theory. These enable a set of actions for local government to be developed that, if applied, could result in an advancement of the sustainable development agenda. However, other critical factors are given that are external to these actions and on which their overall success is dependent. In reviewing these factors as a group we conclude that far greater understanding of the partnership formation process and its dynamic in engendering successful sustainable development decision-making processes is crucial to move beyond the rhetoric of partnerships and enter the more complex and difficult world of truly participatory approaches.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
