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The purpose of this paper is to investigate the impact of the West Quay shopping centre development on the city of Southampton.

The West Quay scheme parallels recent high‐profile openings of “regional shopping centres” in city centre locations (e.g. Birmingham's Bullring and Reading's Oracle), and like those centres has had a significant impact on the image and external appeal of the city. Using a combination of material from personal interviews with key players in the Southampton retail scene, statistical data collected by Hammerson (the owners of West Quay), and city centre health check information, the paper offers an assessment of the impact of the regional in‐town centre on Southampton more broadly and on the city centre specifically.

Evidence suggests that the local effects of the centre's opening have not been as detrimental as was feared and that West Quay appears to be generating considerable synergy with Southampton's existing city centre. In addition, there are a number of important developments in the pipeline that owe their raison d'être to West Quay.

The paper does not record the views of consumers and a future task must be to document and evaluate consumer's opinions of West Quay and incorporate these insights into future assessments of regional in‐town centres.

The paper provides a benchmark of “impacts” to date and a resource for other cities with similar in‐town schemes moving forward.

This paper reassesses the center-periphery relationship in light of recent developments in the international monetary system and the currency hierarchy in a geopolitical economy framework. The center-periphery relationship has historically been examined in relation to the international division of labor, the pace and diffusion of technical progress associated with it, and the pattern of consumption it embodies. As conceived by structuralists and dependentistas, it is not seen as the result of the uneven and combined development of capitalism: it does not take into account the struggle between the dominant States (center), which want to reproduce the current order and the contender States (periphery) which aim to accelerate capitalist development to reduce the unevenness, and even to undermine the imperial project of dominant states. In a geopolitical economy framework, a powerful obstacle peripheral countries face in their efforts at combined development is the international monetary system, something that the theorists of the center-periphery relationship have perhaps overlooked. Because of its subordinate position in the currency hierarchy, the periphery is subject to greater external vulnerability, greater instability of exchange and interest rates, and as a result, enjoys a more restricted policy space. In this sense, the chapter shows that, beyond macroeconomic policies, the currency hierarchy in a context of high capital mobility limits a range of developmental policies of peripheral countries, reinforcing the unevenness of world economy and constraining combined development.

Presents the findings of a major survey comparing alternative development centre designs. Aims to understand which designs are most effective; results suggest that “third generation” centres generally address common problems better than earlier models. Presents new data on centre use and content, and concludes with practical guidance for users.

Collaboration with universities is an important innovation strategy for enterprises. However, currently very little research has focused on how such university-industry collaborative innovation activities should be managed. The paper aims to discuss this issue.

This paper introduces the university-industry collaborative innovation practices of Zhejiang NHU Company in China. By using a case study as the method, this paper aims to illustrate the mechanism of university-industry collaborative innovation and how to manage the collaborative innovation activities efficiently.

Zhejiang NHU Company established a university-industry collaborative innovation link through three innovation platforms: the technology R&D center, the ZJU-NHU joint-research center, and the national engineer center. Zhejiang NHU Company manages its collaborative relationships with universities through this innovation network.

NHU Company managed the collaborative relationship efficiently with the institutions, representing an effective degree of university-industry collaborative innovation management.

This article provides basic conceptions and visions of the regional foresight system in Finland. It includes brief information concerning foresight activities and an up‐dated description of the current regional foresight system in Finland. In the 1990s there has been a “boom” of extensive foresight and futures studies. Among the most important development projects has been the regional foresight project of Employment and Economic Development Centres (TE‐Centre). This article describes how regional foresight activities have been developed in Finland and what kind of challenges there are in the field of the Finnish regional foresight.

This paper aims to study parental expectations of and satisfaction with overall services of preschool centres and to determine the factors which affect parents’ satisfaction in a part of one of Thailand’s southern provinces.

Data were collected using a structured questionnaire from parents of children attending 29 day-care or preschool centres in Songkhla Province, South Thailand, over a two-month period in the Spring 2014. The data were analysed mainly using descriptive statistics and some correlation analyses with subsequent logical interpretation.

Given the location and non-compulsory nature of the childcare provision being assessed, it would seem fair to say that the answer to the overarching objective was fairly positive. Expectations were non-trivial; parents looked for more than “baby-minding” and expected there to be some appropriately qualified staff. The perceived satisfaction levels indicate that there is nevertheless scope for improvement.

The sample studied is from a limited geographical region of Thailand; hence, there must be some caution in making recommendations for the whole country.

As the outcomes being delivered are seen to be mainly positive by parents and guardians, the policy implication for the Thai Government is that they should continue to promote, and ideally enhance, this kind of early years provision. Results suggest that Thai parents would be well advised to make use of childcare centres to promote the socialisation and development of their children.

The originality of the work derives from the lack of similar systematic studies in Thailand and, in particular, for the rural southern provinces.

A critical instrument in managerial selection for the past 25 years has been the assessment centre (AC). One of the major reasons for its success is that it has relatively good predictive validity. However, ACs are not without problems. Despite their relatively good predictive validity, research has been unable to show adequately their content validity, and construct validity has not been demonstrated. It is for this reason that the need for and analysis of the development assessment centre (DAC) is being presented. A DAC needs to be seen as the start point ‐ not end point ‐ of development. However, the evolution of the ACs towards DACs remains too new to generalize on their impact on job performance although some related research is promising. This article examines AC characteristics and AC criteria such as: effectiveness requirements; validity; cost effectiveness and outcomes (descriptive or prescriptive). The gap between the AC and the DAC is examined in terms of design applications. DACs by having the combination of a clear and precise feedback and a pragmatic on‐the‐job follow‐up of what was learned in the simulations, can be a powerful instrument in enhancing the competencies of a business organization and its employees in terms of reliable and accelerated development within a dynamic and turbulent environment.

Development Centres (DCs) are an increasingly popular method of assessing key personnel to determine their development needs. They are also a highly visible and powerful organisational intervention which reveals an organisation′s core values and culture. This two‐part article focuses on DCs from two perspectives: first as a HR tool; and second as an organisation development intervention. Part 1 (here) examines what DCs are, what they comprise, the benefits, and key steps in establishing a centre. Part 2 (in the next issue) examines the linkages between three alternative DC models and both organisation culture and the business development cycle.

Memorial University of Newfoundland, based in St. John's, is the single university in the Province of Newfoundland and Labrador. The Faculty of Business Administration is the largest concentration of resident business educational and management development expertise. In 1980, the Faculty established the Center for Management Development with the role to coordinate its non‐credit, continuing professional business educational and management training and development activities. The mandate of the Center is the development and delivery of continuing entrepreneurship and business management education programmes for the public, and for practising managers in business, government and other organisations in the province — it is to develop management in Newfoundland and Labrador. As part of the Faculty of Business Administration, the Center exists to provide management development offerings where they are most needed, and not solely on the basis of commercial profitability.

The research purpose is to analyse when and how innovation support programmes (ISPs) can affect collaboration between universities and established small and medium sized enterprises (SMEs). The paper specifically considers SME’s absorptive capacity.

A Swedish research centre is studied in the context of innovation support and two of its SME-ISPs are examined with regards to industry–university collaboration and impact on firm innovation capabilities. Data collection and analysis are performed, using interviews, survey answers, document search and reflectional analysis to evaluate processes and effects of the centre and the programmes.

A developed research centre, integrated into both academia and industry, can support translational collaboration and promote SME innovation absorptive capacity. The action learning elements and the organisational development approaches used when coaching in the ISPs contribute to the SMEs internal absorption capacity and collaborational skills. Organising collaboration into ISPs can provide a relational path to future collaboration with universities, which, for example start with student projects.

The study, though limited to one Swedish region, adds to empirical innovation research as it connects industry–university collaboration and absorptive capacity to organisational learning.

The empirical results indicate possible long-term gains for industry and universities in building collaborative innovation into SME-ISPs.

The contribution of this study pertains to the practice of innovation support for established SMEs with the inclusion of absorption capacity and collaborative innovation development.