Emissions trading challenges the management of companies in an entirely new manner. It does not only allow for a bigger flexibility in management decisions concerning emission issues like other marked based environmental policy instruments. Furthermore it changes the code by which environmental policy steers management decisions from hierarchical to monetary information. But is this change transmitted and mirrored in management decisions, processes and structures? And, how do they change? When flexibility is given to the companies they have several opportunities to react. Moreover different institutional architectures of emissions trading schemes are possible and have been implemented, like in the US, the UK or the EU. The 24 contributions discuss theoretically and empirically in four parts the following subjects: 1. Institutional design, decision making and innovation, 2. Investment and management strategies, 3. ET and business administration, 4. Effects of ET schemes existing and being implemented.
