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This paper describes the development and the performance characteristics of a pneumatic proximity‐to‐tactile sensing device for automated recognition of manufacturing parts within flexible manufacturing environments. This tactile sensing device utilises a densely packed line array of IC piezoresistive pressure sensors, providing continuous variable back pressure output. The sensing elements incorporate a corresponding line matrix of air jets which form an air cushion between the sensing plane and the target when striking the object of interest. The back pressure output levels form the basis for the tasks of object detection and recognition. The system described is a research prototype and has been evaluated on a simple test rig: in this form it is not at a stage where it can be applied to a recognition situation on the shop floor.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

This chapter uses the case of Tay as a basis for exploring Artificial Intelligence (AI) and its implications for corporate social responsibility (CSR). We explore issues with AI in relation to two of Roome's (2005) CSR agendas – responsible business practices and consumer responsibility. Then, we build a framework for approaching AI that connects user and designer perspectives, pointing out key concepts and opportunities for public relations (PR) professionals to engage with both uses for and development of AI in the workplace. We point out the ability of AI, as a technology, to turn the action of connecting to publics from a front office to a back office endeavor. Also, we advocate for PR's need, as a field, to rethink potential changes resulting from the integration of AI into organizations which can affect PR practice at a fundamental level. Finally, we propose ways for PR practitioners, educators, and researchers to consider integrating this understanding of AI into their work.

In this paper we develop a model for researching the influence that a board of directors can have on improving an organization’s sustainability performance. Our model explores sources of cognitive flexibility of boards needed to recognize and respond to the need for improved sustainability performance. We first define concepts of sustainability, sustainability competence, and sustainability performance. We then analyze two forms of board capital (a board’s human capital and its social capital) and three aspects of a board’s information processing (its patterns of information search, discussion and debate, and information absorption) that we suggest affect a board’s cognitive flexibility and thereby influence whether a board decides to adopt sustainability performance goals. Our model also suggests that an organization’s strategic flexibility – as represented by its current endowments of resource flexibilities and coordination flexibilities – will moderate the relationship between a board’s decision to adopt sustainability performance goals and an organization’s subsequent achievement of those goals. We also suggest that our model is generally relevant to any research seeking to predict the influence of boards on strategic change in many forms, not just to research focused on sustainability issues.

This chapter focuses on the care of our “common home,” emphasizes the complexity of the crisis, and suggests the path to overcome it through renewed environmental, economic, anthropological, and social ecology. Starting from the premise of the Encyclical Letter Laudato Sì (Pope Francis, 2015), the chapter discusses the role of leadership models based on virtues and moral constructs to promote a new business culture. Which leadership models and which business models are necessary to guide companies toward the integral development?

After a review of the Encyclical Letter, the chapter traces the theoretical framework of leadership theories connected with the emergence of a sustainability-oriented business model. The empirical analysis explores three cases of exemplary Italian companies which show how entrepreneurs can promote cultural reorientation, can help others to unlearn the bad habits of “turbo-capitalism,” and place value on humanity, relationships, and the love of the place in which they do business.

This chapter contributes to the development of leadership approaches and models incorporating the orientation toward the common good. Accordingly, it highlights the “roots” of entrepreneurial and managerial behavior which appear to inspire a profound rethinking of business conduct. From the business examples analyzed, the chapter shows models that make integral development possible.

Several studies have proposed that small- and medium-sized enterprises (SMEs) lack resources and experiential knowledge to internationalise to distant markets. The authors argue that SMEs can handle the lack of these tangible and intangible internal resources through external collaborations; they can achieve success in international markets by collaborating with business partners. The role of inter-firm marketing collaboration and its impact on internationalisation efforts has not been thoroughly studied, particularly in the context of SMEs. This study will thus advance our understanding of SMEs’ inter-firm marketing collaborations and how they influence performance in international markets. In this chapter, authors conceptually develop this line of arguments through an extensive literature review and develop some hypotheses and a framework that can be empirically tested. The authors believe this framework will serve as a starting point for further studies on this topic. Theoretically, we endeavour to contribute by showing that firms can enhance their level of international performance through inter-firm collaboration. The authors believe this type of study would have considerable theoretical as well as managerial implications in this important field of research.

This chapter introduces the volume’s theme by describing the challenges of sustainability in the agri-food industry and the critical role of agri-food supply chains. Following a description of traditional and sustainable supply chain management practices, we discuss the likely characteristics of sustainability-oriented innovations and how organizations pursuing higher levels of economic, social, and environmental performance will need to adapt their capabilities.

Drawing on the emerging concepts and practices from sustainable supply chain management as well as traditional and emerging concepts from innovation, we develop general propositions and expectations about how organizations might address sustainable effectiveness in their supply chains. The importance of the agri-food industry to all three pillars of sustainable effectiveness and predictions about the inability to feed future populations gives the discussion a certain urgency.

Sustainability-oriented innovations in the agri-food supply chain are different from traditional innovations. We develop propositions regarding the driving motivations, their nature and scope (i.e., more radical and systemic than incremental and focused), and the importance of a multi-stakeholder approach. The 10 cases presented in the volume are summarized.

THE end of October saw the return of most of our overseas visitors, continental and otherwise, to their homes, leaving with us pleasant memories of a mutually successful visit. The Englishman's proverbial difficulties with foreign tongues, even of neighbouring France, did not complicate matters unduly or reduce too much those interchanges which conference and school afforded. We can repeat our frequently‐expressed hope that there will be an ever increasing series of visits, both of the foreigner to England and of ourselves as foreigners to other countries. We would welcome longer stays in both cases. Nothing but good can come from them.

The Milk and Dairies (Scotland) Order, 1925.—This Order, framed under Section 12 of the Act, and applying to Scotland as a whole, was issued along with the model dairy byelaws. It prescribed the form of register of dairies and dairymen, and contained provisions for the ascertainment of infectious disease at dairies, for the prevention of contamination of milk at railway stations, on the street, by means of unsuitable conveyances or unsuitable surroundings, or through insulticient protection from dust or exposure. The colouring or thickening of cream was prohibited by the Order; me use of wooden vessels, except for buttermilk, was prohibited; milk vessels for transit were required to nave marked on them the name and address of the owner, to have a proper lid, and to be locked or sealed. The Order also filled a gap in the administrative provisions of the Act by requiring every person about a dairy, if he became aware that any person in his household was suffering from an infectious disease, to notify the dairyman immediately. The dairyman must then notify the medical officer of health.

The inaugural meeting of the newly established National Party was held in the Queen's Hall, Langham Place, on Thursday, October 25th, under the presidency of Admiral Lord Beresford. There was a large and distinguished audience numbering about 3,000 persons, among those on the platform being Lord Montagu of Beaulieu, Brigadier‐General Page Croft, M.P., Mr. Havelock Wilson, Miss Constance Williams, the Hon. G. J. Jenkins (all of whom addressed the meeting), Earl Bathurst, Sir C. Allom, Major Alan Burgoyne, M.P., Colonel Cassal, Mr. G. K. Chesterton, Sir R. Cooper, M.P., Capt. Viscount Duncannon, M.P., Sir W. Earnshaw Cooper, Mr. H. A. Gwynne, Mr. Rowland Hunt, M.P., Lieut.‐Col. Lord Leconfield, Lord Leith of Fyvie, Admiral Sir H. Markham, The Earl of Northesk, Colonel R. H. Rawson, M.P., Lord Edward St. Maur, Admiral Sir Edward Seymour, Lord Stafford and others.