Institutional change in the Port of New York

Abstract

Innovation, organizational capabilities, and environmental values combine to determine institutional change for a major marine port. This conceptual framework is applied to the case of dredged material management for the Port of New York and New Jersey. During the century under review, the institutional setting has changed significantly with: (1) environmental considerations moving from nearly irrelevant to central: (2) the number of interests and organizations increasing; and (3) the decision processes becoming far more complex. Ultimately, the new institutional setting influences organizations and individual decisions. As a result of the changes, the practice of dredged material disposal in ocean waters has been limited based on the level of bioaccumulation of selected contaminants. In response to institutional changes, ports requiring deepened channels must rapidly innovate to meet new environmental obligations for material disposal in order to enhance organizational capabilities necessary to maintain competitive advantages in maritime commerce. Successful marine ports will anticipate and meet new societal expectations related to the environment as a condition for continued legitimacy. Collectively these changes imply that ports have moved beyond a carefully circumscribed mission of transportation and economic development to that of a prominent user of coastal space with broad obligations to the public.

Acknowledgements

I thank Lawrence Juda and Christine Santora for insightful discussions during the preparation of this article. Two anonymous reviewers provided helpful comments. The background research for this analysis was supported by the US Department of Transportation through the University of Rhode Island Transportation Center project number 536184.

Notes

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Additional information

Notes on contributors

Richard Burroughs *

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