Search

'Green-grabbing', in which environmental arguments support expropriation of land and resources, is a recognized element in neoliberal conservation. However, capitalism's strategic interest in promoting the neoliberalization of conservation is accompanied by attempts to exploit hitherto protected natures without any pretence at 'greenness'. In this paper we explore the dialectics between 'green' and 'un-green' grabbing as neoliberal strategies in the reconstruction of nature conservation policies after the 2008 financial 'crash' in Greece and the UK. In both countries, accelerated neoliberalization is manifested in diverse ways, including initiatives to roll back conservation regulation, market-based approaches to 'saving' nature and the privatization of public nature assets. The intensification of 'green' and 'un-green' grabbing reflects capitalism's strategic interest in both promoting and obstructing nature conservation, ultimately leaving for 'protected natures' two choices: either to be further degraded to boost growth or to be 'saved' through their deeper inclusion as commodities visible to the market. [ABSTRACT FROM AUTHOR]

One of the consequences of major regulatory reform of the telecommunications sector from the end of the 1970s - particularly, privatisation, liberalisation and deregulation - was the establishment of a new business environment which permitted former national telecommunications monopolies to expand abroad. From the 1990s, a number of these firms, particularly those based in Europe, joined the rankings of the world's leading multinational corporations. Their internationalisation was uneven, however: while some firms internationalised strongly, others ventured abroad much slower. This article explores how the regulatory framework within which telecommunications incumbents evolved over the long-term shaped their subsequent, uneven, paths to internationalisation. Two case studies representing 'maximum variation' are selected: Telefonica, whose early and unrelenting expansion transformed it into one of the world's most international of multinational corporations, and BT, whose overseas ventures failed and, with eroding domestic market share, forced the firm to partially retreat, becoming the least international of the large European incumbents. Long-term ownership, access to capital, management style and exposure to liberalisation strongly influenced firms' approaches to internationalisation. [ABSTRACT FROM AUTHOR]