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An issue of managing a business (unit) as a whole successfully is perceived to belong to the fundamental issues within strategic management. This paper proposes that a business unit can be managed successfully in short and longer term in its focal contexts as a set of three recursive, competence-based, and process-based systems. Many elements of Stafford Beer's (1985) viable system model along the key competence-based theoretical bases are applied to this system design task. The outcome is an ideal, recursive template for advancing competence-based business management (CBBM) and its conceptual modeling. It is assumed that it is possible to design a business unit as a viable system that is capable of sustaining a separate existence at only three levels of hierarchy, as part of single or multi-business firms. Business-process models and their redesign processes are chosen as the 2nd-order, focal system which produces a business unit's competitiveness and solves longitudinal CBBM problems. One level of recursion down includes a unit's value creating, capturing, releveraging, and respective processes that enable to solve cross-sectional problems. One level of recursion up includes a unit's existential foresights and their crafting processes that solve existential problems. Recursivity is designed inside each system in terms of three kinds of subsystems for (a) primary value releveraging, process-model redesign, and business-foresight crafting, (b) the management of varieties in releveraging, modeling, and foreseeing, and (c) the monitoring and probing of all three systems. Systemic competences are incorporated inside respective systems. Such competences possess three flexibilities of absorption, attenuation, and amplification. At each level of recursion, a competence-based process is a unit of conceptual modeling of CBBM. A business unit is defined as a set of its purposeful processes. No thing or one is left outside them. Viability is ensured by real-time interaction and the 1st-, 2nd-, and 3rd-order feedback loops between three systems. Overall, the suggested, recursive, 3-system template is intended to serve future, compatible modeling efforts among interested, pioneering firms, professional CBBM modelers, scholars, and alike. Its novelty is produced by choosing and designing the CBBM modeling as the 2nd-order system-in-focus with its two recursions, by designing and using systemic, competence-based processes as the units of conceptualization, and by choosing and drawing the figures to illustrate the 3-system template in the ways that allow also business managers comprehend and apply the suggested template in practice.

The purpose of this study is to analyse the role of the clean development mechanism (CDM) established by the Kyoto Protocol in channelling foreign technology to China. Appraising the experience of CDM remains of key importance when drawing lessons for the post-2012 climate regime.

Descriptive analysis of the sources and the determinants of foreign technology transfer based on the examination of 1,355 registered projects. Econometric analysis of the probability of having a foreign supplier of technology in any project.

The prominence of German firms as technology providers and the absence of a strong relationship between technology suppliers and credit buyers. The econometric analysis finds that project size and cost, project location, credit buyers’ and consultants’ characteristics, as well as technology diffusion are all relevant factors in determining the probability of having a foreign supplier of technology.

China is a particularly interesting case for analysing technology transfer in CDM projects since, after a slow start, the country has become the largest and most dynamic CDM recipient worldwide. Furthermore, the analysis of CDM projects may offer some insights into the complex web of technological links between Chinese and foreign firms.

The transfer of emission-saving technologies to developing countries is expected to play a major role in addressing environmental problems worldwide.

This study analyses the sources and determinants of international technology transfer in CDM projects in China, and offers some insights into how the characteristics of the major players and the links between them affect this phenomenon.

In this paper, we search to evaluate the systemic risk of the Moroccan banking sector. Indeed, we concentrate on the analysis and the evaluation on transverse dimension of the systemic. From this point of view, two approaches were used. First is based on the estimate on value at risk conditional allowing to measure the systemic importance of each banking institution. In addition, the second approach uses the heteroscedasticity models in order to consider the conditional correlations, making it possible, to measure the dependence between the Moroccan banks and with the whole of the financial system. The results obtained with through these two approaches confirm that ATW, BMCI and the BMCE are the most systemic banks in Moroccan banking system and who can initiate a systemic crisis. On another register and by using the conditional correlations of each bank we built an index of systemic risk. Moreover, a macrofinancial model was developed, connecting the index of the systemic risk and the principal macroeconomic variables. This model affirmed that the contagion dimension of systemic risk is procyclical.

This chapter considers the application of climate mitigation policies to the aviation sector with reference to the inclusion of aviation in the EU Emissions Trading System (EU ETS). Assessments of the possible economic impacts of including aviation in the EU ETS are reviewed and an impact analysis using the macroeconometric E3ME model is conducted.

The aviation sector is a significant and rapidly increasing source of GHG emissions. Because international policy measures have not been agreed, the EU has incorporated aviation in the EU ETS. It is therefore important to consider the possible economic effects of the ETS on the aviation industry and the wider economy.

The paper describes the approach used by the EU to include aviation in the EU ETS. Assessments of economic impacts have been made, but have often been limited in their approach. The paper complements the existing literature by including an economic analysis using the E3ME macroeconometric model of the EU that covers 41 industrial sectors including aviation.

Microeconomic and macroeconomic assessments show the economic impacts of including the aviation sector in the EU ETS are small. The negative impacts, if any, on EU GDP and the air transport sector’s economic output are less than 0.1% and 1% respectively. Distortions in competition, both between countries and industrial sectors, are therefore likely to be small.

In the long term (beyond 2020), including aviation in the EU can be seen as a positive move. If and when aviation is fully included in the EU ETS, and when the cost impacts of GHG emissions through permit prices are made evident, it is anticipated that airlines will start monitoring and reducing their GHG emissions by investing in new, less carbon intensive technologies.

In one of his most cited works, March (1991) observed that “The basic problem confronting an organization is to engage in sufficient exploitation to ensure its current viability and, at the same time, devote enough energy to exploration to exploration to ensure its future viability” (p. 105). The need to simultaneously pursue exploration and exploitation is a cornerstone of organizational ambidexterity, with the embedded assumption that exploratory ventures require organic management systems and exploitative activities benefit from more mechanistic management systems. The authors argue that this assumption about system alignment is neither well-supported by empirical evidence nor well-grounded in March’s original ideas about exploration and exploitation. The authors review the existing empirical evidence on the management systems that support exploration and exploitation and reveal some of the empirical and conceptual challenges. The authors then share a quasi-experimental study of 49 project teams over an 18-month period where they investigated how components of the management system – formalization, specialization, hierarchy, and leadership – differentially affect project success for explore and exploit projects. The authors find that exploitation projects can succeed under either mechanistic or organic systems, but that exploratory project performance suffers under a mechanistic system. In addition, the authors also find that leadership is the most important determinant of project success or failure. The authors discuss the implications of these results for future studies of organizational ambidexterity and draw attention to some of the underdeveloped ideas in March’s original article that might further advance the field.