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In Guangzhou, the largest city in southern China, car ownership is increasing beyond the capacity of the road system. This leaves streets gridlocked and parking facilities inaccessible, thus under-utilized. At the same time, Guangzhou's zoning code calls for additional off-site parking which is likely to encumber development. This chapter documents and discusses policies in Guangzhou that affect and are affected by parking and how they relate to City goals.

The chapter explores the relationship between three interrelated topics: (1) today’s parking policies in Guangzhou, regulated by a variety of municipal agencies, (2) case studies of two large developments and their respective parking supplies and demands, and (3) city goals and objectives.

There is opportunity for Guangzhou to implement strategies to manage its parking supply relative to its roadway capacity, plus integrate its parking policies to the overall transportation system.

Emerging cities can learn from other’s experiences. Parking supply affects the decisions people make about how they will travel and this in turn affects congestion, air quality and quality of life. Using smart parking regulations means an end to inadvertently fostering dependency on the car and the start of creating sustainable communities.

The value of the chapter comes from the way it builds from existing evidence to further understand the challenges of an emerging, fast-growing city.

Parking policy in the United States is dominated by zoning codes with minimum parking requirements stipulated for a variety of uses. Some cities have realized that this approach has not yielded the desired policy outcomes; instead, it may be causing unintended consequences including added auto-travel, dispersed development, congestion, and air pollution that cities now wish to mitigate.

This paper identifies historic and contemporary trends in United States’ parking policy as cities gain additional insight and embrace new priorities.

Three emerging trends in the U.S. context are identified: Rethinking zoning codes that require parking with development; introducing pricing to better manage curb resources thereby cutting down curb-space competition; and looking for urban design solutions to parking access, location and on-site placement which can lead to more efficient mode use decisions.

The chapter provides an analysis of cases showing how cities are now seeking alternative approaches.

After many years of policy intervention focused on the alleviation of parking shortages by requiring additional off-street parking, cities are now seeking alternative approaches.

Cities can learn from each other’s experiences. New paradigms in parking policy will lead to different social outcomes: they could increase the cost of auto use (disadvantaging the poor) but decrease auto dependence (favoring the poor).

The originality of this chapter is in the juxtaposition and analysis of trends that have, heretofore, had little exposure.

This chapter attempts to broaden corporate communications and public relations research by introducing a theoretical foundation for the inbound (in contrast to the outbound) perspective of communication. The idea of organisational listening has recently been introduced by a small number of researchers. However, current concepts are mostly based on the relational paradigm of public relations. Listening is positively connoted in those concepts because it might help to foster mutual understanding, advance favourable relationships with stakeholders and support normative ideals of deliberation in democratic societies. This is not convincing from the point of view of communication managers who align their strategies and budgets to overarching organisational goals. The chapter aims to develop a new approach beyond the relational approach by linking corporate listening to corporate value. In a first step, current definitions and concepts of organisational listening are discussed in order to underline the need for a new approach. Secondly, the need for an inbound perspective of communication is explained by referring to Giddens’ structuration theory and its consequences for managing communications. Thirdly, corporate listening is conceptualised as a strategic mode of communication by referring to the overarching concept of strategic communication. Last but not least, the chapter elaborates on the value of listening for corporations and concludes with a broadened understanding of strategic communication.

This chapter expands traditional approaches to Corporate Reputation Management by employing postmodernist approaches to value co-creation in order to identify how Facebook Features can be used to facilitate company–consumer Corporate Reputation co-creation.

Using content analysis of Facebook Fan Pages, the chapter explores how 29 of the world’s most reputable corporations use Facebook Features.

To a surprising degree, the corporations in the sample, despite having virtually limitless access to marketing communications resources, fail to make full use of the opportunities Facebook offers them. It appears that they have not yet fully adapted to this novel medium.

Facebook together with the locus has also shifted the focus of corporate communications from one-way company-controlled transmission of information to multiparty user-controlled conversations. Thus, Corporate Reputations can no longer be managed. Instead, by offering consumers experiences and emotional triggers, corporations can engage them into willingly marketing the corporation and its products to each other.

This is the first systematic analysis of the practices the world’s most prominent corporations utilize (or fail to employ) on Facebook. It illustrates that companies that adapt to the Social Media ecology can successfully orchestrate customer experiences that foster the co-creation of the desired Corporate Reputation.

Case management has been widely used with the intent of improving clinical outcomes while reducing medical costs. Studies of case management, however, have shown variable effectiveness. This study assessed the impact of a state health department case management program on hospitalizations, emergency department (ED) visits, and preventive services among persons with diabetes receiving Medicaid fee‐for‐service health care. The patients enrolled in the non‐disease‐specific case management program were low‐income, chronically ill and medically complex. Nurse case managers authorized and coordinated services in the home for these patients and established links to health‐care professionals and community resources. A retrospective, non‐randomized, controlled time series design using paid claims files was employed. Case management reduced admissions and hospital days but did not significantly impact ED visits or use of preventive services.

This study adopts a person-centered perspective to explore how entrepreneurs combine multiple proactive behavioral strategies across the business, personal and business-environment domains. We research whether certain combinations of proactive behavioral strategies (i.e. seeking resources, optimizing demands, seeking challenges, idea generation, environmental exploration, network crafting, self-insight and boundary management) relate to well-being and business performance. Moreover, we investigate whether entrepreneurs’ daily use of these strategies aligns with their general profiles.

A sample of 286 Dutch entrepreneurs participated in a general survey study. Moreover, 49 of these entrepreneurs also participated in a six-day diary study (N = 255). Latent profile analysis was used to find specific profiles and multilevel regression to understand the daily patterns.

We uncovered four meaningful profiles: the minimum business effort entrepreneurs, the solid and self-caring entrepreneurs, the needy and self-ignorant entrepreneurs and the proactive business entrepreneurs, each with different outcomes in business performance and well-being. Daily proactive behavior showed stability, suggesting a foundation deeply rooted in their general proactive behavior.

The study highlights the value of proactive strategies across all life domains, as profiles encompassing this combination show greater entrepreneurial success.

The purpose of this paper is to explore the field of social marketing. The field needs to evaluate what works, and more importantly for it to prosper and remain relevant, it must discover and incorporate concepts and techniques from other disciplines that are aligned around core ideas of people‐centered and socially oriented.

The paper reviews new insights and understandings from modern social marketing practice, social innovation, design thinking and service design, social media, transformative consumer research, marketing theory and advertising practice and develops a model for transforming social marketing thought, research and practice.

A three dimensional model is presented that includes: scope – co‐creation, conversations, communities and markets; design – honoring people, radiating value, engaging service and enhancing experiences; value space – dignity, hope, love and trust.

The presentation weaves together a set of ideas from different disciplines that together strengthen the social marketing approach and provide a broader set of outcomes and perspectives that can be incorporated into work in this field.

Reputation analysis is a well‐established practice applied to conventional news outlets (press, radio and television) through media evaluation, and to stakeholders direct through opinion and behavioural research. The media evaluation side of such integrated research permits organisations to measure and track issues, messages, media titles/programmes, third‐party sources and much else besides, and to illuminate and guide their communications programmes with key stakeholders. The Internet, effectively an immense and influential publishing forum based on new technology, is as amenable to similar intelligence‐gathering and evaluation procedures as the traditional media. This process has taken on extra importance now that the power to communicate widely has come into the hands of individuals and small groups, joined across geographical boundaries and time zones as virtual communities.