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This chapter provides a reflective critique of Mobility as a Service (MaaS), an emerging development seeking a role within the Smart Mobility paradigm. We assess a range of its future implications for urban policymakers in terms of governance and sustainability (i.e., social and environmental impacts). We begin by describing the origins of the MaaS concept, along with the features of precursor technologies and current early examples. We then reflect on the marketing of MaaS and use it to consider how we might anticipate some potentially less desirable aspects of the promoted business models. Finally, we discuss the implications for governance.

Although the original Jiles‐Atherton (J‐A) hysteresis model is able to represent a wide range of major hysteresis loops, in particular those of soft magnetic materials, it can produces non‐physical minor loops with its classical equations. The purpose of this paper is to show a modification in the J‐A hysteresis model in order to improve the minor and inner loops representation. The proposed technique allows the J‐A model representing non‐centred minor loops with accuracy as well as improving the symmetric inner loops representation.

Only the irreversible magnetization component is slightly modified keeping unchanged the other model equations and the model simplicity. The high‐variation rate of the irreversible magnetization, which causes the non‐physical behaviour of minor loops, is limited by introducing a new physical parameter linked to the losses. Contrarily to other modifications of the original model found in the literature, the previously knowledge of the magnetic field waveform is not needed in this case.

The modified hysteresis model is validated by comparison with experimental results. A good agreement is observed between calculations and measurements. The modified model retains the low‐computational effort and numerical simplicity of the original one.

This paper shows that a classical scalar hysteresis model can be suitably used to take into account the minor loops behaviour and be included in a finite element code. The methodology is useful for the design and analysis of electromagnetic devices under distorted flux patterns.

The purpose of this study is to investigate the performance effects of pure innovation strategies (creative and imitative) versus the combination of the two innovation strategies (combination innovation strategy) and to determine whether implementing the combination innovation strategy produces an incremental performance benefit over the pure innovation strategies.

We used archival data from the Korea Innovation Survey (KIS) completed by a large sample of South Korea manufacturing firms and some financial data provided by the South Korea Science and Technology Policy Institute (STEPI). We used hierarchical multiple regression analysis to analyze the data from 486 firms.

The findings indicated that firms implementing any of the three innovation strategies of creative innovation, imitative innovation and combination innovation outperforms noninnovators. Results also show that while firms implementing the combination innovation strategy perform better than those implementing imitative innovation strategies, they do not significantly differ in performance from firms implementing the creative innovation strategy. Moreover, we find no performance difference between creative innovation and imitative innovation strategies.

The study highlights the importance of combination innovation strategies for manufacturing firms that rely on imitative innovation strategies to gain competitive advantage in the market. However, it demonstrates that firms that are successful in using creative innovation strategies must use their resources in exploiting that advantage.

Although extant studies have demonstrated the importance of both creative innovation and imitative innovation strategies in enhancing performance, it is not clear whether implementing both strategies at the same time has incremental value for firms. This study focusses on empirically examining the performance implications of creative innovation and imitative innovation strategies, and whether the pursuit of a combination innovation strategy (simultaneous pursuit of both innovation strategies) provides any incremental benefit is unique.

Although primarily treated as two distinct research streams, strategic alliances and mergers and acquisitions together occupy much of the strategic management discourse. Alliances, in many cases, end in acquisitions as firms use alliances as intermediate strategic options to eventually acquire a partner. As the discipline of strategy matures and the frequency and the volume of inter-firm cooperation continue to rise, it is imperative to integrate these two research streams for a holistic understanding of the theory of the firm. The purpose of this conceptual piece is threefold. First, we review the extant studies that combine these two governance modes: alliance and acquisitions. Second, drawing on the dominant strategic management theories, we highlight how prior inter-firm alliances inform future acquisitions in terms of (a) pre-combination decisions, (b) post-deal integration processes, (c) alternatives and strategies, and (d) performance outcomes. Finally, in view of the emerging trends and evocative gaps, we offer a conceptual road map to encourage future theoretical development and empirical research.

This chapter discusses how businesses can create alignment between their corporate sustainability (CS) efforts that focus on the triple bottom line of the financial, environmental, and social, and the 10 principles of the UN Global Compact in the four core areas of environment, human rights, labor standards, and anticorruption.

Based on the literature review, the relationship between CS and corporate responsibility is presented. Creating alignment between CS management and Global Compact initiatives requires knowledge of the Global Reporting Initiative (G4-GRI), third-party CS rankings, green supply chain management, and anticorruption strategies.

UN Global Compact is an international forum to promote and self-report CS and corporate social responsibility [Bitanga & Bridwell, 2010. CS is achieved through a triple bottom line – financial, environmental, and social (Hutchins & Sutherland, 2008). For CS management, businesses use four strategies including defensive, cost-benefit, strategic, and innovation/learning [Buchholtz & Carroll, 2008; Egbeleke, Journal of Management and Sustainability, 4(2), 92–105 (2014); Epstein, 2008; Epstein, Buhovac, & Yuthas, 2010]. The UN G4-GRI is the most widely used comprehensive sustainability reporting standard in the world (G4-GRI, 2013). Third-party, industry sector-specific CS ratings reinforce the self-reported sustainability reports. Each firm has to conduct their own CS cost-benefit analysis to determine how CS practices can lead to value creation for sustained competitive advantage. Creating alignment with Global Compact initiatives offers firms a marketing advantage. Conducting business in accordance with the Global Compact is a value-increasing business strategy [Kaspereit & Lopatta, 2011; Lopatta & Kaspereit, 2014; Michelon, Corporate Reputation Review, 14(2), 79–96 (2011)]. Green supply chain management is essential for CS (Penfield, 2014). Four prevailing anticorruption frameworks or intervention policy approaches include law enforcement, economics, moralism, and cultural relativism (Bellows, 2013). There is little sustainability reporting in the government and public-sector organizations (Adams, Muir, & Hoque, 2014).

It is difficult to quantify the financial and social benefits of aligning the CS efforts with the 10 principles of UN Global Compact [Parisi, Journal of Management and Governance, 17(1), 71–97 (2013); Nilipour & Nilipour, Interdisciplinary Journal of Contemporary Research in Business, 3(9), 1084–1092 (2012)]. The environmental impact can be easily quantified.

As the primary driver of globalization, businesses and other organizations can help ensure that markets, commerce, technology, and finance advance in ways that benefit environment, economies, and societies in both developed and developing countries leading to sustained development.

The role of green supply chain management and anticorruption strategies in CS management is explored.

This paper assesses the strength of the evidence on the impact of the physical environment on mental health and well‐being. Using a systematic review methodology, quantitative and qualitative evaluative studies of the effect of the physical environment on child and adult mental health published in English between January 1990 and September 2005 were sought from citation databases. The physical environment was defined in terms of built or natural elements of residential or neighbourhood environments; mental health was defined in terms of psychological symptoms and diagnoses. A total of 99 papers were identified. The strength of the evidence varied and was strongest for the effects of urban birth (on risk of schizophrenia), rural residence (on risk of suicide for males), neighbourhood violence, housing and neighbourhood regeneration, and neighbourhood disorder. The strength of the evidence for an effect of poor housing on mental health was weaker. There was a lack of robust research, and of longitudinal research in many areas, and some aspects of the environment have been very little studied to date. The lack of evidence of environmental effects in some domains does not necessarily mean that there are no effects: rather, that they have not yet been studied or studied meaningfully.

Retail sales usually exhibit strong trend and seasonal patterns. Practitioners have typically used seasonal autoregressive integrated moving average (ARIMA) models to predict retail sales exhibiting these patterns. Due to economic instability, recent retail sales time-series data show a higher degree of variability and nonlinearity, which makes the ARIMA model less accurate. This chapter demonstrates the feasibility and potential of applying empirical mode decomposition (EMD) in forecasting aggregate retail sales. The hybrid forecasting method of integrating EMD and neural network (EMD-NN) models was applied to two real data sets from two different time periods. The one-period ahead forecasts for both time periods show that EMD-NN outperforms the classical NN model and seasonal ARIMA. In addition, the findings also indicate that EMD-NN can significantly improve forecasting performance during the periods in which macroeconomic conditions are more volatile.

This study explores the role of international schools in creating safe and inclusive environments for lesbian, gay, transgender, bisexual, queer, and questioning (LGBTQ+) youth, particularly in light of the challenging political climate of the current prevailing authoritarian education policy in Poland. Drawing upon Merton’s concept of “educational functions” influenced by socio‐political and economic factors, we investigate how international schools navigate and subvert authoritarian policies to promote LGBTQ+ inclusion. Through a multi‐faceted approach analyzing curricula, media discourse, and school law documents, we examine the potential of international schools as agents of change in fostering educational inclusivity for marginalized groups. By examining the interplay between planned educational functions and implementation, the study sheds light on the potential of international schools to serve as inclusive spaces for LGBTQ+ individuals in politically charged environments. Our findings highlight the positive impact of international education programs in supporting LGBTQ+ students and contributing valuable insights to ongoing discussions on promoting diversity and acceptance in educational settings. Ultimately, the findings contribute to ongoing discussions about the challenges and possibilities of fostering educational inclusivity for marginalized groups in such politically charged environments as authoritarian systems of education.