Organizational change and environmental impact assessment at the electricity generating authority of Thailand: 1972–1988

This study examines the influence of leadership, political entrepreneurship, and organizational change on the institutionalization of environmental impact assessment (EIA). The Electricity Generating Authority of Thailand (EGAT) initiated EIA activities earlier and more comprehensively than most developing countries. How and why were EIA activities pursued? Part of the explanation for EGATʹs EIA activities involves external controls exerted by the World Bank, the Thai government, and concerned citizens. However, an explanation based on external factors alone overlooks the significant influence of internal forces and entrepreneurial activities within EGAT. Our analysis of EIA adoption at EGAT reveals three factors that can contribute to the successful implementation of EIA: (1) mutually reinforcing support for EIA from both inside and outside a development agency, (2) political entrepreneurship by agency staff that are concerned about the environment and (3) the transformation of power relationships within the agency by environmental professionals.