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In this study we explore how absence from sociology classes is understood by undergraduate students at University College Dublin. The authors use Scott and Lyman's (1968) concept of accounts to explore absence sociologically. Drawing on data generated via focus groups, an open-ended questionnaire, and an online survey with students, we outline the different excuses and justifications for missing classes used by students and present their understanding of attendance at classes as an optional feature of student life. Individual students' attendance differed across courses, throwing doubt on the usefulness of individual-level frameworks for understanding attendance. We argue that decisions to attend are influenced by a variety of contextual issues, including knowledge of legitimate accounts for the setting, pedagogic approaches in use, and students' perceptions of the usefulness of classes. We conclude that to counter the trend of declining attendance and enhance student learning, it is important to better understand how both local norms, values, curriculum design, and assessment practices combine to facilitate students' absences. Focusing on accounts allows us to better understand student absence rather than accepting this as an inevitable feature of contemporary student behavior about which nothing much can be done.

The sustainable management of Blue Growth is an urgent issue for coastal states. Marine industries have rapidly expanded over the last two decades and this is projected to continue with the European Green Deal and post-COVID economic recovery policies. The intensification of Blue Growth could have adverse socio-ecological implications and must, therefore, be managed in terms of sustainability, natural resource boundaries, and coastal community well-being. Managing Blue Growth in a sustainable manner however, is challenging due to the longstanding inefficiencies and inertia of existing marine governance regimes. Adopting a transitions approach has been advanced as a way of steering regime change so that it is not inhibited by these persistent problems. This paper reports on four case studies that adopt transitions thinking and use the multi-level perspective as a broad analytical framework through which to understand institutional dynamics, drivers and responses within core marine sectors. Our case studies analysis reveals several significant pressures for regime change within key marine sectors. These pressures need to be addressed through the adoption of a transition management approach. By adopting this approach and engaging key stakeholders, national and EU marine governance authorities can develop sustainable Blue Growth pathways that minimize the impact of continued growth on communities and the marine environment, maximizing the implementation of sustainable practices and addressing issues such as biodiversity loss and climate change.

The sustainable management of Blue Growth is an urgent issue for coastal states. Marine industries have rapidly expanded over the last two decades and this is projected to continue with the European Green Deal and post-COVID economic recovery policies. The intensification of Blue Growth could have adverse socio-ecological implications and must, therefore, be managed in terms of sustainability, natural resource boundaries, and coastal community well-being. Manging Blue Growth in a sustainable manner however, is challenging due to the longstanding inefficiencies and inertia of existing marine governance regimes. Adopting a transitions approach has been advanced as a way of steering regime change so that it is not inhibited by these persistent problems. This paper reports on four case studies that adopt transitions thinking and use the multi-level perspective as a broad analytical framework through which to understand institutional dynamics, drivers and responses within core marine sectors. Our case studies analysis reveals several significant pressures for regime change within key marine sectors. These pressures need to be addressed through the adoption of a transition management approach. By adopting this approach and engaging key stakeholders, national and EU marine governance authorities can develop sustainable Blue Growth pathways that minimise the impact of continued growth on communities and the marine environment, maximising the implementation of sustainable practices and addressing issues such as biodiversity loss and climate change.

The EU Atlantic Action Plan (AAP) has recently been updated and revised to support 'blue growth' along Europe's western coastal regions. The revisions reflect recent challenges facing the Atlantic Arc maritime economies including the Covid-19 crisis, Brexit and the new requirements of the European Green Deal. This new revision, termed AAP 2.0, also addresses some of the weaknesses highlighted in the original Atlantic Action Plan particularly regarding identifying indicators that may be used to measure progress in the achievement of the Plan's objectives. Using a database with comparable marine socio-economic data across the Atlantic regions, a number of indicators are identified that may be used to monitor progress of the AAP 2.0. Recent trends and spatial distributions across the Atlantic Arc region are shown for these indicators. The challenges in measuring progress are also highlighted, including where some AAP objectives and associated indicators may conflict with other EU policy aims and where the current monitoring framework can be bolstered with the inclusion of new indicators.