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With the signing of the Indo-Pacific Economic Framework supply-chain agreement in November last year, on the sidelines of the APEC summit in San Francisco, the United States took a major step towards establishing a regional ...

Nous remercions l'auteur, la Fondation Ségalen et son directeur Wang Jiann-Yuh d'avoir bien voulu nous autoriser à reproduire cette intervention extraite du séminaire franco-chinois « Quelle morale pour quelle société ? » (Les Treilles, 2013).

En kritikk av Osloavtalen, anført av flere religiøse ledere i Palestina og Israel, gikk ut på at den ignorerte den religiøse dimensjonen ved konflikten. Hva kan en religionsdialog bidra med på veien mot en løsning?

During the Malaysian prime minister's inaugural visit to China in April 2023, Anwar Ibrahim proposed the idea of establishing an Asian Monetary Fund (AMF), an idea that had previously been proposed at the height of the 1997 Asian financial crisis. The proposal in 1997 was due to frustration with the performance of the International Monetary Fund (IMF). Today, it is identified, together with de-dollarization, as part of efforts to reshape the global order. This paper explores the factors driving countries towards initiatives like the AMF and de-dollarization, and their prospects of successfully transforming the existing global order. This paper finds that initiatives such as the AMF and de-dollarization are driven by multiple factors, which include achieving monetary autonomy, and for a few, geo-strategic objectives. This study argues that instead of replacing the liberal international order, the objective of the countries seeking change through the AMF or de-dollarization is to strengthen their voices in the international system by reducing those of the US. Nevertheless, these initiatives are hampered because they lack the qualities that give shape to and maintain the architecture of the international order: power and legitimacy. This study concludes that both initiatives are unlikely to significantly reshape the global order. De-dollarization still has a long way to go before it can displace the dollar in the global economy. Likewise, the establishment of the AMF may not in the end reshape the global order but could instead complement the existing one.

Mega-event regeneration involves extensive government funds and public participation; thus, this study emphasises the importance of verifying if these financial and human investments can be justified by the net effects of mega-event regeneration. Accordingly, the contingent valuation method is used to establish a framework to quantify the welfare effects of event regeneration from the economic, social and environmental perspectives. We proposed a theoretical framework that enables the ranking of various event regeneration effects based on public welfare improvement. This holistic approach takes into account changes in economic, environmental, and social housing conditions due to mega-event simultaneously. This leads to more reliable estimation of mega-event effects on housing market. Our empirical findings indicate that, overall, accessible public transport, a sense of feeling good, air quality, relieved traffic congestion and green space are the top five welfare enhancers. Nevertheless, residents from different housing sectors or geographic regions value mega-event effects differently. Our results can assist the government to efficiently allocate limited public resources by looking after public needs. A better understanding of the heterogeneity of event regeneration effects on different housing sectors and geographic locations will also help governments to tailor public policies based on various social groups.

This special issue is dedicated to advanced technological solutions and novel methodical approaches toward human capital management in terms of career development, assessment and recruitment as a driver for innovation and sustainable competitive advantage for academia and businesses in the changing conditions of the global employment market, and the War for Talent. Latest competitiveness-driven developments in productivity and services move forward human capital management and assessment technology and services alongside with talent identification as a driver for innovation and key source of maximizing the Return-On-Investment in people and technology in academia and businesses. Governments and businesses start thinking about competency and skills development as the critical issue for the workforce, and the workplaces. Against this background, a complex interrelationship arises between strategic management, human capital management, and the overall quality management in every educational and enterprise setting. In addition, identifying highly competent human capital develops into a challenging issue of the recruitment process. ; published_or_final_version

La prédominance des bureaucraties pléthoriques au sommet dans les pays non démocratiques ne peut s'expliquer par les théories de Parkinson, Tullock, Niskanen ou Simon, ni par les théories managériales classiques. Lorsque les postes de la bureaucratie sont porteurs de rentes, la concurrence pour les promotions devient un processus de recherche de rentes. Empruntant le cadre de la théorie du tournoi aux études managériales, nous soutenons que la bureaucratie pléthorique au sommet ressemble à un tournoi avec trop de finalistes. Lorsque la rente est centralisée au sommet (centralisation du pouvoir), comme c'est le cas dans de nombreuses non-démocraties, la bureaucratie optimale doit être pléthorique au sommet, accommodant et encourageant relativement plus de finalistes au sommet à concourir pour le grand prix final. Nous apportons des preuves suggestives en analysant les organisations ministérielles en Chine (1993-2014) et en Russie (2002-2015). Après quelques fluctuations, la forme des ministères russes a fini par converger avec celle de la Chine. En état d'équilibre, les formes de leur ministère sont beaucoup plus pléthoriques au sommet que ce que prescrivent les théories managériales. Au niveau micro, la centralisation du pouvoir ministériel, mesurée par l'influence perçue des ministres, est en corrélation avec la pléthore au sommet des ministères en Russie. Remarques à l'intention des praticiens Notre théorie suggère que les structures bureaucratiques autoritaires pléthoriques au sommet découlent naturellement d'un tournoi de carrière séquentiel décalé et d'un dirigeant bureaucratique maximisant les efforts. Nos résultats suggèrent également que les ministères chinois et russes convergent tous deux vers une structure pléthorique au sommet à long terme. Nous démontrons que la structure pléthorique au sommet est apparue pour la première fois lors de l'expérience de l'économie planifiée en Union soviétique. Notre recherche apporte un éclairage nouveau sur les réformes du secteur public qui visent à réduire la pléthore au sommet de la bureaucratie dans les autocraties.

The prevalence of top-heavy bureaucracies in non-democracies cannot be explained by the theories of Parkinson, Tullock, Niskanen, or Simon or by classical managerial theories. When bureaucracy positions carry rents, the competition for promotion becomes a rent-seeking process. Borrowing the career-tournament theory framework from managerial scholarship, we argue that top-heavy bureaucracy resembles a tournament with too many finalists. When rent is centralized at the top (i.e. power centralization), as is the case in many non-democracies, the optimal bureaucracy should be top-heavy, accommodating and encouraging relatively more finalists at the top to compete for the final big prize. We provide suggestive evidence by analyzing ministry organizations in China (1993–2014) and Russia (2002–2015). After some fluctuations, the shape of Russian ministries eventually converged with that of China. In the steady state, their ministry shapes are far more top-heavy than what is prescribed by managerial theories. At the micro-level, ministry power centralization, measured by the perceived influence of the ministers, is correlated with ministry top-heaviness in Russia. Points for practitioners Our theory suggests that a top-heavy authoritarian bureaucratic structure naturally follows from a back-loaded sequential career tournament and an effort-maximizing bureaucratic leader. Our findings also suggest that Chinese and Russian ministries both converge to a highly top-heavy structure in the long run. We demonstrate that the top-heavy structure first arose during the planned-economy experiment in the Soviet Union. Our research sheds new light on public-sector reforms that aim to reduce bureaucracy top-heaviness in autocracies.

Intro -- Contents -- The Machine Metropolis: Introduction to the Automated City -- 1 Towards a Braver Automated Future for Cities -- 2 Automation in Solving Design Problems -- 2.1 Automation and the Human-Machine Interface -- 2.2 Automation and the Inside-Outside Interface -- 2.3 Automation and the Redistributed Design-Construction Interface -- 3 Automation in Construction and Building Services -- 3.1 3D Printing and Construction -- 3.2 Drones on Construction Sites -- 3.3 Pre-Fabrication and Modularity -- 4 Automating Urban Life Through Data and Infrastructure -- 4.1 Modular Cities on Water -- 4.2 Fabricated Cities -- 4.3 Automated Vehicles and the City -- 5 Privacy of the Occupant Within Digital Representations of the City -- 6 The Automated Way Forward -- References -- Automation of the Design Process -- Designing Human-Machine Interactions in the Automated City: Methodologies, Considerations, Principles -- 1 Introduction -- 2 Smart Cities, Automation and Human-Computer Interaction -- 3 Methodologies for Designing Citizen-Centred Automated Cities -- 3.1 Participatory Design -- 3.2 Action Research and Design Thinking -- 3.3 Spiral Models -- 3.4 Service Design -- 3.5 Systems Thinking -- 3.6 Urban Design -- 4 From Research Trials to Speculative Prototypes: Design Considerations in Automated Urban Applications -- 4.1 Communicating Intent and Awareness -- 4.2 Determining the Physical Representation of Automated Systems -- 4.3 Enabling Direct Operation Through an Interface -- 5 Principles for Prototyping and Deploying Automation -- 6 Conclusion -- References -- Automating Kinetic Screen Design from an Origami Fold -- 1 Origami Kinematics -- 1.1 Minimum Depth of System -- 1.2 System Components -- 2 Momotani Kinetic Screen as a Building Façade -- 2.1 Setting the Parameters -- 2.2 Effect of Varied Panel Proportions -- 2.3 Full-Scale Prototype Studies.