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This chapter argues that the key Eurozone imbalances are not a failure of nation states. At the heart of the integration process is the convergence criteria – limits on government deficit, debt, interest rate, inflation, etc. While these were intended to eliminate asymmetries across countries, the conception of convergence was too narrow since the euro designers completely ignored the elephant in the room – that countries were on different technological frontiers. I show that this difference is an important determinant of the key macroeconomic imbalances across the Eurozone. It follows that the primary convergence criterion should be limits on non-price competitive gaps across countries. The chapter overturns the simplistic view of price competitiveness and illustrate that the regulating forces of competition originate from productive structures.

Issues, which have negatively impacted a diversity of business stakeholders, suggest that business thinking and leadership behaviors surrounding a desired strategic business focus appear increasingly inadequate. For example, that integration strategies and differentiation strategies are mutually exclusive. Three issues appear to contribute to such circumstances.

First, Western strategic business frameworks are largely based on quantitative foci, and remain largely unchallenged. Second, balance between key leadership team agendas and external stakeholder expectations is usually absent. Third, there is minimal connection between what organizational cultures reward, and how human resource management prescriptions provide support.

To address such concerns and implant a renewed strategic business focus, Porter and Kramer (2006, 2011) have identified the notion of shared value, which seems an appealing means to redress business problems represented by negative multistakeholder relations; moreover, an absence of any contemporary acknowledgment of the social contract. Nevertheless, a number of elements appear to be missing from the how shared value is portrayed by Porter and Kramer (2006, 2011).

Based on Maslow’s notion of Eupsychia, and employing an Ideation approach, a renewed strategic business focus supporting the notion of shared value is presented. The renewed focus seeks to enhance Porter and Kramer’s (2011) framework, by including key features to enhance shared value, including elements of Eastern and Western philosophy, and Western organization theory.

Problematic examples, identifying the absence of shared value, and including research propositions are identified.

The cruise tourism industry has experienced a positive evolution, with an average annual growth rate in the worldwide number of cruise passengers of 7.84% between 1990 and 2013. This chapter presents an empirical analysis particular to Spanish cruise ports and their associated tourist hinterlands. With regard to cruise ports, an evolution analysis and port portfolio analysis technique using the growth-share matrix for the period 2000–2013 is applied in order to identify the competitive positions of a range of 18 ports in the Spanish Mediterranean coast. While for the tourist hinterland of each port is characterized the geographical area encompassed. The results obtained identify the different competitive positions of ports and the different types of hinterlands characterized.

After the first transgender athletes participated in the 2020 Tokyo Olympics, some called for the immediate exclusion of transgender women in sports while others argue that this exclusion is discriminatory behaviour in violation of human rights law. Under current standards, the International Olympic Committee (IOC) has sought to address the balance between fairness and inclusion by allowing eligibility to be decided on a sport-by-sport basis for all transgender athletes (IOC, 2021). What if an international federation or national governing body concludes that transgender athletes should be prohibited or subjected to rigorous conditions for participation? Would those qualifications stand up to legal challenge by an affected athlete? Will some athletes have better legal protection based on the location of their challenge?

The United States (US) and United Kingdom (UK) have domestic legal provisions that protect transgender individuals from discrimination based on their gender identity whereas the European Union (EU) includes protections based on sex alone (Patel, 2021). This chapter will discuss transgender inclusion policies in Olympic sport and address how potential challenges to the policies will be handled in court using existing case law. Legal precedent in similar challenges is rare. However, when eligibility policies do not explicitly ban transgender athletes or appear to be a targeted response to a specific athlete or individuals, it becomes more likely that those policies will not be considered discriminatory. Courts are hesitant to interfere in a governing body's policies if that organization appears to have a legitimate reason for its sport governance decisions.

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

Academic library consortia activity has become an integral part of academic libraries’ operations. Consortia have come to assert considerable bargaining power over publishers and have provided libraries with considerable economic advantage. They interact with publishers both as consumers of publishers’ products, with much stronger bargaining power than individual libraries hold, and, increasingly, as rival publishers themselves. Are consortia changing the relationship between academic libraries and publishers? Is the role of academic library consortia placing academic libraries in a position that should and will attract the attention of competition policy regulators? Competition policy prohibits buying and selling cartels that can negatively impact the free market on which the Canadian economic system, like other Western economies, depends. Competition policy as part of economic policy is, however, only relevant where we are concerned with aspects of the market economy. Traditionally, public goods for the greater social and cultural benefit of society are not considered part of the market economic system. If the activities of academic library consortia are part of that public good perspective, competition policy may not be a relevant concern. Using evidence gained from in-depth interviews from a national sample of university librarians and from interviews with the relevant federal government policy makers, this research establishes whether library consortia are viewed as participating in the market economy of Canada or not. Are consortia viewed by librarians and government as serving a public good role of providing information for a greater social and cultural benefit or are they seen from a market-economic perspective of changing power relations with publishers? Findings show government has little in-depth understanding of academic library consortia activity, but would most likely consider such activity predominantly from a market economic perspective. University librarians view consortia from a public good perspective but also as having an important future role in library operations and in changing the existing scholarly publishing paradigm. One-third of librarian respondents felt that future consortia could compete with publishers by becoming publishers and through initiatives such as open source institutional repositories. Librarians also felt that consortia have had a positive effect on librarians’ professional roles through the facilitation of knowledge building and collaboration opportunities outside of the home institution.

This article suggests that both producers and analysts are strategic about categorization. Producers use categorization to maintain a balance of differentiation and legitimacy, whereas analysts seek to influence categorization and clarify boundaries. Ideas are explored for software producers and Gartner, the preeminent high-technology analyst. Findings show evidence of strategic categorization. Producers move to proximate market categories in response to competition. Gartner reports on large categories and those that receive investment and stops reporting on categories that have fuzzy boundaries. Compared to analysts, producers may be more influential in category creation than previous research has acknowledged.