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The US Government is challenged to maintain pace as the world’s de facto provider of space object cataloging data. Augmenting capabilities with nontraditional sensors present an expeditious and low-cost improvement. However, the large tradespace and unexplored system of systems performance requirements pose a challenge to successful capitalization. This paper aims to better define and assess the utility of augmentation via a multi-disiplinary study.

Hypothetical telescope architectures are modeled and simulated on two separate days, then evaluated against performance measures and constraints using multi-objective optimization in a heuristic algorithm. Decision analysis and Pareto optimality identifies a set of high-performing architectures while preserving decision-maker design flexibility.

Capacity, coverage and maximum time unobserved are recommended as key performance measures. A total of 187 out of 10¹⁷ architectures were identified as top performers. A total of 29% of the sensors considered are found in over 80% of the top architectures. Additional considerations further reduce the tradespace to 19 best choices which collect an average of 49–51 observations per space object with a 595–630 min average maximum time unobserved, providing redundant coverage of the Geosynchronous Orbit belt. This represents a three-fold increase in capacity and coverage and a 2 h (16%) decrease in the maximum time unobserved compared to the baseline government-only architecture as-modeled.

This study validates the utility of an augmented network concept using a physics-based model and modern analytical techniques. It objectively responds to policy mandating cataloging improvements without relying solely on expert-derived point solutions.

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This chapter reviews emergent research streams as a basis for a dynamic multilevel perspective on organizational buying behavior that can link seminal studies to more contemporary issues raised by managers and scholars alike. Since Johnston and Lewin's (1996) review, the literature does not include a comprehensive analysis of recent themes or general directions. From a managerial perspective, some of these issues that need coverage include the following questions. What are the best practices for integrating the organizational buying process with product design, development, and innovation? How can technology, media, and automation be leveraged in the buying process? For supplier relationships in which trust and commitment have been established, what are the best practices for using this to build competitive advantage? What are the best practices for leveraging the brands of products or services that are not owned by a firm? What are the best practices for managing buying processes across international markets?

The purpose of this paper is to provide a commentary on some of the issues raised in the paper “Developing a logic model to guide evaluation of impact for learning disability projects: the case of the Positive Behavioural Support (PBS) Academy”.

Drawing on the PBS literature and with reference to the Scott et al. paper, the use of a logic model as a framework for implementing PBS within social care organisations is described.

A logic model may be a useful framework for the implementation of PBS within social care organisations and could be used to help organisations develop a strategic approach to whole-system implementation of PBS.

This commentary adds to the discussion by considering the use of a logic model as a framework for implementing PBS within social care organisations.