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The purpose of this paper is to propose a three-staged approach to configuration change management that uses a combination of complexity analysis, data visualization, and algorithmic validation to assist in validating configuration changes.

In order to accomplish the above purpose, the authors conducted a review of existing configuration management practices. This was followed by an in-depth case study of the configuration management practices of a major automotive OEM. The primary means of data collection for the case study were interviews, ethnographic study, and document analysis. Based on the results of the case study, a set of support tools is proposed to assist in the configuration management process.

Through the case study, the authors identified that the OEM used a configuration management method that largely represented the rule-based reasoning methods identified in the literature review. In addition, many of the associated challenges are present, primarily, the difficulty in making changes to the rule system and evaluating the changes.

The primary limitation is that the case study was based on a single OEM. However, the results are in line with other practices identified in the literature review. Therefore, it is expected that the findings and recommendations should hold true in other applications.

A set of configuration management tools and associated requirements are identified and defined that could be used to assist companies in the automotive industry, and perhaps others, in managing their option changes as they continue to move towards full mass customization of products.

The proposed approach for configuration management has not been seen in any other organization. The value of this paper is in the effectiveness of the proposed approach in assisting in the configuration change management process.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

The essay builds a timeline of the friendship and intellectual intercourse between Sraffa and Wittgenstein with data from both their Cambridge Pocket Diaries (CPDs) and their correspondence and biography. The timeline distinguishes five phases: their first meetings until June 1930, the time in which their weekly conversations run uninterrupted (October 1930–June 1933); the period in which the enchantment of their previous meetings was broken (October 1933–July 1936); the following decade in which their meetings were in some years intense, in others nearly inexistent, until Sraffa decided to put an end to their conversations; and finally the years preceding Wittgenstein’s death. The meetings between Sraffa and Wittgenstein from their CPDs are listed in the Appendix.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

The object of this research is the reconstruction of the existing legal response by European Union states to the phenomenon of immigration. It seeks to analyse the process of conferral of protection.

One main dimension is selected and discussed: the case law of the national courts. The study focuses on the legal status of immigrants resulting from the intervention of these national courts.

The research shows that although the courts have conferred an increasing protection on immigrants, this has not challenged the fundamental principle of the sovereignty of the states to decide, according to their discretionary prerogatives, which immigrants are allowed to enter and stay in their territories. Notwithstanding the differences in the general constitutional and legal structures, the research also shows that the courts of the three countries considered – France, Germany and Spain – have progressively moved towards converging solutions in protecting immigrants.

The research contributes to a better understanding of the different legal orders analysed.

Fragestellungen. Der 47. AIEST‐Kongress hat sich bemüht, folgenden Grundsatzfragen nachzugehen:

Zusammenfassung Die vorliegenden Ergebnisse des “Workshop 2” verdeutlichen, daß intensiv nach einem gemeinsamen Verständnis zur strategischen Tourismuspolitik in Abgrenzung der Felder Tourismuspolitik (policy) und — Strategie gesucht und dieses Verständnis in den genannten Modellen festgehalten wurde. Trotzdem haben gerade die Fallbeispiele gezeigt, daß jede spezifische Situation verschieden handzuhaben ist und deshalb auch unterschiedliche methodische Ansätze zur Analyse der Fallstudie herangezogen worden sind. Auch konnte die Begriffsverwendung von Tourismus‐politik und Strategie nicht immer eindeutig zugeordnet werden. Ein allgemein gltiges Rahmenmodell — wie in Kapitel 3 und vier aufgezeigt — ist deshalb nur erschwert im Detail darstellbar. Zur Notwendigkeit einer strategischen Tourismuspolitik ist insgesamt eine große Übereinstimmung festzuhalten.

A library user, who was in a wheelchair, mentioned recently that she had no idea how libraries are organized Or the amount of resources available in them. She explained that until the passage of Section 504 of the National Rehabilitation Act, when public buildings were required to be accessible, she could not get inside a library building.

Experience has shown that states lose business and stall the ensuing development of their economies because of a lack of quality and foresight in their education systems. Some states feel that they have a vast reservoir of unskilled citizens who will work for nothing and companies will buy into it, but Harlan Cleveland in his article, “Education for Citizenship in the Information Society,” writes that “people who do not educate themselves, and keep re‐educating themselves to participate in the new knowledge environment will be the peasants of the information society.” Many research libraries are also stunting their own development through a lack of foresight in the provision of service. These libraries feel that their “all‐encompassing” unconnected collections continue to be a drawing card for recruiting and retaining the best scholars. University administrators who are also strategic planners will not continue to financially support this attitude.