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Only recently has physical space design become more widely recognized as playing a critical role in delivery of care, with an emerging body of literature on the application of human factors approaches to design and evaluation. This chapter describes the use of human factors approaches to develop and conduct an evaluation of a proposed Neonatal Intensive Care Unit redesign in a Midwestern children’s hospital. Methods included observations and knowledge elicitation from stakeholders to characterize their goals, challenges, and needs. This characterization is integral to informing the design of user-centered solutions, including physical space design. We also describe an approach to evaluating the proposed design that yielded actionable recommendations specific to hospital-driven design goals.

We conduct a literature review on forms of organizing that address grand challenges, which are operationalized as the Sustainable Development Goals of the United Nations, as this framework is universal and widely adopted. By analyzing the articles that match our criteria, we identify six differentiable organizational forms: movements, temporary organizations, partnerships, established organizations, multi-stakeholder networks, and supranational organizations. These six forms are differentiated based on the two following categories: organizing segment and communicational technological approach. Our analysis shows that tackling a grand challenge often starts with collectives as a protest culture without any expected goal, besides sending an impulse to others. This impulse is received by criticized institutionalized organizations that have the capacity and resources to address the problem properly. However, new challenges arise as these organizations inadequately resolve these problems, thereby leading to conflict-laden areas of tension, wherein emergent organizations complement institutionalized organizations that have created the first infrastructure. To solve the most complex problems, a trichotomous relationship between different forms of organizations is necessary. Moreover, communicational technological approaches become more sophisticated as grand challenges increase in complexity.

A university without an academic library is unimaginable since the library serves as a pivot for both learning and research. Freeman (2005), while talking about the importance of a library in academic life, stated that it holds a unique position, symbolizing the heart of the institution. A good library is not only one that stacks printed material or has portals to access online resources but also provides a flexible learning space with reading rooms, facilitates discussion and encourages collaborative learning and scholarship. With limited resources, it is increasingly difficult for universities to allocate funds to re-design library spaces. Modern academic libraries have to respond not only to pedagogical changes but also to technological changes, accommodating them in the library space design and management. Modern libraries are trying to integrate features of the traditional form of learning as well as the digital form. This book will present case studies and empirical evidence discussing the changing face of libraries. It will talk about re-modeling of existing libraries with the help of new architectural design to utilize the space and inculcate the digital literacy development. Scholars discuss, in the chapters, how they meet users’ needs and how they use in stakeholders’ inputs to design innovative library spaces.

The purpose of this chapter is to describe the First Contact Pilot Program carried out in collaborative work between ISAGEN, a partly government-owned firm within the energy sector, and Universidad EAFIT, a private university in the city of Medellin.

The First Contact Pilot Program was developed following an existing model implemented at the Universidad Externado de Colombia, a private university located in Bogotá. Nevertheless this pilot program took methodology elements from ISAGEN and its suppliers relationship policy. Additionally content concerning the Global Compact and its principles was provided within the subject “Senior Seminar.” Students from this subject were voluntary participants in the pilot program.

The chapter provides a brief survey conducted by ISAGEN wherein some findings are visible. In this survey the First Contact Pilot Program participating entrepreneurs were asked about their motivations in order to voluntarily be part of the program and they recognized the great importance of this initiative for their businesses to change lots of practices and to become part of a global market culture.

This first version of the program was at the same time a way to invite other big organizations in the city of Medellin to take part in such activities. Massive participation, not only from the big players but also from small and medium enterprises, is necessary to achieve the goal of spreading the Global Compact’s principles. In the longer run it assures the creation of a fairer market place where all players in all sizes contribute to respect and promote a core of best practices in business.

One of the most remarkable implications by designing and implementing the pilot program was the fact of having interactions between International Business Students and local small and medium firm managers together talking about the Global Compact and the way it may improve many aspects within the firm and toward stakeholders.

A particular feature of this chapter to be considered as original and valuable is the establishing of networks for the dissemination of the Global Compact’s principles. Collaborative work among private and public sectors and with higher education institutions in fostering the transformation of business practices to achieve a fairer global market place constitutes the aim of this particular pilot program. At the same time this pilot program embodies the spirit of the UN PRME in giving the students of International Business the opportunity to develop their capabilities to become the future managers aware of the sustainability value for business.