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Bird strike risk (BSR) evaluation is a significant part of the avian radar system worldwide installed and operated at airports. The paper aims to discuss these issues.

This paper proposed a method using the real-time avian radar data to evaluate BSR with the estimations of bird strike probability and severity. The probability estimation model considered the attributes of the relative positions of the flock and the runway, the altitude of the flock and the aircraft, the flight path of the aircraft, and the ability of the bird species to avoid collision. The severity was estimated by the combination of the Delphi method and the analytic hierarchy process (AHP), called DAHP, which took full advantage of the expert knowledge and quantitative calculation.

The model was tested successfully on the simulated data at Beijing Capital International Airport (BCIA) with three runways and real data at Beihai Fucheng Airport (BFA) with one runway.

The BSR evaluation model was specifically designed for the airports with avian radars. It enabled the airport managers to objectively evaluate the risk in real time and to take effective measures.

The proposed BSR evaluation model was constructed with the real-time features of birds and aircraft based on the DAHP framework, providing scientific guidance for aviation safety and environmental management at the airport.

Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues.

The authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.

The domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.

The domain definition of intercultural competence for global leadership appears to be well supported in prior theoretical and empirical work focusing on expatriation and global leadership; however that work was fragmented in nature. A test of the comprehensive model, i.e. all three dimensions and 17 facets, is called for, as well as the validation of an instrument that measures them.

The paper integrates and synthesizes the extensive body of theoretical and empirical work related to intercultural competence and clearly establishes the content domain, thereby enhancing the efficacy of future theoretical and empirical efforts.

Managers often have little knowledge concerning the cross‐cultural and organizational changes they can expect to encounter when they are sent abroad. Describes a personal computer program designed to make managers more sensitive to the adjustments that are needed due to the cultural distance distinguishing the new and their home country. It also explores contrasts between characteristics of their previous assignment and their new assignment, emphasizing how differences in organizational centrality, influence and size may require them to develop a different managerial approach.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

There is much anecdotal evidence that birds and their droppings are a major problem for the heritage profession. The purpose of this paper is to examine how serious heritage practitioners consider the bird impact to be.

An online survey was conducted of 59 Australian heritage professionals of between one and >20 year’s experience in the field.

Bird impacts were not considered of major concern to buildings. The longer experience a practitioner had, the less likely the impacts were considered an issue. Feral pigeons were deemed the most problematic, followed by cockatoos, starlings, swallows, seagulls, mynas, sparrows, cormorants, ibis, ducks and birds of prey. The professionals ranked common deterrent methods. The highest-ranking deterrents were bird netting and bird spikes, but they were only considered moderately effective. The costs of installation and maintenance, as well the ease of installation, were all deemed significantly less important than the physical impact, the aesthetic sympathy and the effectiveness of a deterrent method.

This study indicates that the impact of birds on buildings in Australia may be of less concern than previously thought, and may be driven by other factors (i.e. aesthetics, commercial companies) rather than actual effects.

This is first study of its kind that surveyed the experiences of a wide range of heritage practitioners.

Outlines the international travels of Clement Allan Tisdell in the period 1965‐1996 and an Australian journey made to Adelaide in 1962 for academic reasons and indicates the influence of these journeys on his publications, outlook and intellectual evolution. Emphasises how varied the life of an economist can be and the importance of international social contacts for academic development. Because of the extent of his travels, descriptions and analysis of most of his journeys are brief. Consequently, a longer story still remains untold.

The purpose of this paper is to propose a “parachuting internationalization” metaphor as an alternative strategy that firms may choose to enter foreign markets compared to Uppsala Model and Born Global Model. This proposed new metaphor seeks to integrate the Uppsala and the Born Global Models to show that firms can attain success in the age of globalization if they are adept at devising creative strategies that help them overcome the challenges in a psychically distant environment.

This is a research paper that develops theoretical perspectives inspired by the Yin Yang thinking as well as the “thick descriptive” multiple case studies.

“Parachuting internationalization” embraces essential elements of the Born Global and the Uppsala Models and refers to a firm’s strategic targeting of markets with great potentials, correct positioning, swift actions, and fast learning, thus enabling the firm to circumvent the conventional wisdom of liability of foreignness, cultural distance, and psychic distance. “Parachuting internationalization” is essentially a GLOCAL approach which can be implemented in practice in terms of global vision, location, opportunity, capital, accelerated cultural learning and quick action, and logistics.

The “parachuting internationalization” metaphor is derived from interviews with four Scandinavian firms’ experiences that have entered into the Chinese market. This research reveals that two seemingly opposite approaches, i.e., the Born Global and the Uppsala Models, can be fruitfully combined and reconciled to generate a third novel approach.

To date, there has been little attempt to reconcile and/or integrate the Born Global and the Uppsala Models of internationalization. The paper enriches the ongoing debate on the internationalization of firms in the international business literature that has relied primarily on the Uppsala Model or Born Global Model. The study shows that a third way, i.e. the “parachuting internationalization” is both theoretically innovative and practically feasible.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The long controversy that has waxed furiously around the implementation of the EEC Directives on the inspection of poultry meat and hygiene standards to be observed in poultry slaughterhouses, cutting‐up premises, &c, appears to be resolved at last. (The Prayer lodged against the Regulations when they were formally laid before Parliament just before the summer recess, which meant they would have to be debated when the House reassembled, could have resulted in some delay to the early operative dates, but little chance of the main proposals being changed.) The controversy began as soon as the EEC draft directive was published and has continued from the Directive of 1971 with 1975 amendments. There has been long and painstaking study of problems by the Ministry with all interested parties; enforcement was not the least of these. The expansion and growth of the poultry meat industry in the past decade has been tremendous and the constitution of what is virtually a new service, within the framework of general food inspection, was inevitable. None will question the need for efficient inspection or improved and higher standards of hygiene, but the extent of the organization in the first and the enormous cost of structural and other alterations to premises in the second, were seen as formidable tasks, and costly. The execution and enforcement of the new Regulations is assigned to local authorities (District, Metropolitan and London Borough Councils), who are empowered to make charges for inspection, licences, etc., to recoup the full costs of administration. The Government had previously promised that the cost of this new service, which when fully operative, will be significant, would not fall upon the already over‐burdened economies of local authorities. The figure of a penny per bird is given; in those areas with very large poultry processing plants, with annual outputs counted in millions of birds, this levy should adequately cover costs of enforcing the Regulations, but there are many areas with only one of a few small concerns with annual killings of perhaps no more than 200,000 birds—this much we know from perusing annual health reports received at the offices of this Journal—and the returns from charges will certainly be inadequate to cover the cost of extra staff. The Regulations require the appointment of “official veterinary surgeons” and “poultry meat inspectors”, both new to local government.