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This study aims to consider active vision in low-visibility environments to reveal the factors of optical properties which affect visibility and to explore a method of obtaining different depths of fields by multimode imaging.Bad weather affects the driver’s visual range tremendously and thus has a serious impact on transport safety.

A new mechanism and a core algorithm for obtaining an excellent large field-depth image which can be used to aid safe driving is designed and implemented. In this mechanism, atmospheric extinction principle and field expansion system are researched as the basis, followed by image registration and fusion algorithm for the Infrared Extended Depth of Field (IR-EDOF) sensor.

The experimental results show that the idea we propose can work well to expand the field depth in a low-visibility road environment as a new aided safety-driving sensor.

The paper presents a new kind of active optical extension, as well as enhanced driving aids, which is an effective solution to the problem of weakening of visual ability. It is a practical engineering sensor scheme for safety driving in low-visibility road environments.

This paper aims to highlight the challenges and opportunities of sustainable global value chain governance, it demonstrates strong theoretical deficits in this field and offers new pragmatist conceptual perspectives.

The empirical analysis is based on document analyses, 47 expert interviews and on field observations in Ghana, Africa.

Based on an in-depth analysis of a US firm operating a fair trade value chain in an intercultural environment, the authors show that universalistic value chain-oriented governance instruments often fail because of strong institutional and cultural distances. Against the prevailing strategies of top-down management, the authors suggest a more bottom-up, pragmatist and collaboration-based approach to sustainable global value chain governance.

The results of an in-depth case study are not generalizable. Instead, they provide holistic insights into a so-far insufficiently examined field and an empirical fundament for further research on sustainable governance in global value chains. In particular, research on pragmatist, collaborative, dialogue based, bottom-up approaches of sustainable value chain governance will be of great value to further theoretical development of this field.

This study is relevant to researchers and practitioners in the field of sustainable value chain governance. It reveals several misunderstandings about the effectiveness and impacts of sustainable governance in less developed countries and thus builds a foundation for better and more effective problem-solving approaches in international sustainable management activities.

Nontransparent supplier networks and (illegal) sub-contracting, as well as the strong influences of institutional, cultural and sub-cultural factors, make responsible value chain management a challenging task for any firm with international value creation activities. This leaves workers in local factories vulnerable to infringements of their fundamental human rights and the environment unprotected against long-lasting damages. Addressing these challenges and developing new solutions, therefore, can have strong impacts on the lives of workers in international supply chains.

The authors contribute, first, a differentiated empirical description and analysis of a sustainable value chain approach in a less developed country in Africa. Second, using an example of the field study, the authors highlight limitations of value chain-related governance theory based on a field study by illustrating the challenges and barriers and a lack of existing concepts concerning effective sustainable governance in global value chains. Third, the authors show different managerial responses to these cultural and institutional challenges between universalism and relativism, and, fourth, the authors suggest a more collaborative, bottom-up and pragmatist approach to sustainable value chain governance.

The purpose of this paper is to reflect on current research in the field of humanitarian logistics and supply chain management (SCM).

The paper serves as the editorial for this issue of JHLSCM.

The paper stresses the importance of the role of publications such as JHLSCM to help to bridge the gap between the theoretician and the practitioner, and between the profit and non‐profit sectors. In this way, knowledge and experience from all of these sources can be combined to deliver a more efficient and effective logistic response to natural disasters and complex emergencies.

The paper provides an overview of some of the key challenges in the field of humanitarian logistics and SCM.

This chapter explores the emergence, growth, and current status of the sociology of sport in Canada. Such an endeavour includes acknowledging the work and efforts of Canadian scholars – whether Canadian by birth or naturalization or just as a result of their geographic location – who have contributed to the vibrant and robust academic discipline that is the sociology of sport in Canadian institutions coast-to-coast, and who have advanced the socio-cultural study of sport globally in substantial ways. This chapter does not provide an exhaustive description and analysis of the past and present states of the sociology of sport in Canada; in fact, it is important to note that an in-depth, critical and comprehensive analysis of our field in Canada is sorely lacking. Rather, this chapter aims to highlight the major historical drivers (both in terms of people and trends) of the field in Canada; provide a snapshot of the sociology of sport in Canada currently; and put forth some ideas as to future opportunities and challenges for the field in Canada.

The aim of this paper is to illustrate and discuss how healthcare organisations can act as institutional entrepreneurs in a context of change.

The authors conducted an in-depth longitudinal case study (2005-2008) of a healthcare organisation in the province of Quebec, Canada. Data collection consisted of real-time observations of senior managers (n=87), interviews (n=24) with decision-makers and secondary data analysis of documents.

The paper reports on the extent to which entrepreneurial healthcare organisations can be a driving force in the creation of a new practice. The authors analyse the development of a diabetes reference centre by a healthcare organisation acting as an institutional entrepreneur that illustrates the conceptualisation of an innovation and the mobilisation of resources to implement it and to influence other actors in the field. The authors discuss the case in reference to three stages of change: emergence, implementation and diffusion. The results illustrate the different strategies used by managers to advance their proposed projects.

This study helps to better understand the dynamics of mandated change in a mature field such as healthcare and the roles played by organisations in this process. By adopting a proactive strategy, a healthcare organisation can play an active role and strongly influence the evolution of its field.

This paper is one of only a few to analyse strategies used by healthcare organisations in the context of mandated change.

How do engineers inspect the inside of a nuclear reactor? Laser scanning can turn it into a normal television picture.

There has been an increasing call from academics specialising in operations management to integrate different strategic management perspectives into operations strategy research. Recently some pieces of operations strategy research have used the resource‐based view. It is often suggested that the incorporation of resource‐based view ideas into the field of operations strategy is a search for a new paradigm, yet the ever‐increasing literature suffers from a lack of empirical research. Moreover, operations strategy research from the evolutionary perspective, using longitudinal field data, is almost completely neglected. This paper attempts to make two contributions. The first is to stimulate debate about the incorporation of resource‐based view and dynamic capabilities within operations strategy research. The second is to present a model based on in‐depth field research where the dynamics of the capability accumulation process is explored.

This paper challenges the value of consensus within the field of learning disability. In this commentary, the author argues that consensus threatens to silence multiple viewpoints, hides how power operates and stifles creativity.

The author focuses on two articles within this special issue to suggest that the consensus celebrated is more about a set of shared values, rather than a set of shared practices. This should make us question the depth of the field’s consensus.

The presumption that multiple paradigms can be “unified” actually hides how power operates to resolve disagreements among positive behaviour support, active support and human rights approaches. A similar erasure occurs in the language of “capable environments,” which the author argues obscures the role of individuals, relationships and organizational cultures in impacting quality of life.

We need to create and build a new interdisciplinary field of challenging behaviour studies that is willing to embrace conflict and disagreement in research, policy and practice.

The author believes that this approach is more likely to empower people, including people with learning disabilities whose behaviour challenges, family members, and direct support workers because it is more likely to recognize their experiences and expertise.

A new multidisciplinary field of challenging behaviour studies may encourage more theoretical diversity that makes us challenge the value of consensus and embrace creativity.