The solid waste sector is a significant contributor to methane (CH 4 ) emissions with a global warming potential (GWP) of 21 times more than that of CO 2 bringing the need for preventive actions from this sector. In the recent years, composting projects both centralized and decentralized have proved to be addressing this issue. However, much of the decentralized composting projects failed due to their financial and other operational constraints that arise during the course of the implementation. On this regard, the current article reviews the potential of carbon finance as an opportunity for funding decentralized composting projects through demonstrating the application through emission calculation of four cities in Asia. On assessing the emissions, it also identifies the benefits associated with the emissions reduction from the composting projects which might not be available in the absence of the projects. The article also discusses the various carbon financing strategies available in the present market to identify the potential market for inclusion of decentralized composting projects. In the process, the article identifies the issues in the implementation of decentralized composting projects under Clean Development Mechanism (CDM) and other carbon markets in general.
There is general consensus that coordination and integration are needed to achieve efficient outcomes while distributed decision power and autonomous actions are essential to develop innovative responses. These dual requirements for operational optimization and ongoing business innovation capture the essence of organizational ambidexterity as the means to sustain performance over time when environmental conditions change. This paper incorporates strategic management and organization theoretical rationales in a model that combines elements of integration and experimentation in the strategy making process and thereby extends the evolving literature on the ambidextrous organization. The performance relationships of the ambidextrous integrative strategy making model are investigated on the basis of a cross-sectional sample of 185 business entities operating in different manufacturing industries. Results of structural equation analyses indicate that superior performance in the ambidextrous organizations is associated with efficiencies derived from adherence to centralized strategic planning and effectiveness generated by decentralized innovative behavior through participation and autonomous actions. The study enhances our understanding of ambidexterity as the result of combined strategy making processes that balance the needs for economic efficiency and organizational adaptability.