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Linear supply chain models often overlook the impact that end-users (i.e. people who “consume” or otherwise realize the intended value of the product or service) can have on core supply chain processes. As the global trade environment rapidly evolves, business and government leaders are seeking more regionalized, sustainable circular models that position “consumers” at the center of dynamic value creation and consumption networks. This chapter outlines some ways to leverage end-users of the value chain to inform development and sustainment of circular supply chain strategies and processes. First, we describe the economic, social, and ecological trends that motivate organizational leaders and managers to implement more circular supply chain models. We then provide specific ideas on how managers can leverage end-users to close, slow, narrow, intensify, and dematerialize core supply chain processes.

The entrepreneurs’ ability to identify opportunities can lead to wealth creation and competitive advantage. Often, however, opportunities that are innovative may defy up-front analysis suggesting that the entrepreneurs may have had somewhat inaccurate perceptions and need to refine their ideas after the ventures are started. This paper therefore focuses on mitigating the negative impact of early misperceptions through the use of learning-oriented information processing systems to refine opportunities post starting a venture. Specifically, it suggests that an experienced and heterogeneous top management team and a decentralized, organic structure enhance the system's ability to gain knowledge from acting on early misperceptions and may even form the basis for a distinctive capability that leads to competitive advantage.

System change for the circular economy (CE) in the society requires innovative thinking in refining existing material into new resources and collaboration with different actors. We introduce examples of decomposers with different roles in a circular ecosystem. Examples from reusers of waste material, users of recycled materials, designers of new technologies, and facilitators of CE networks are introduced to illustrate how companies contribute to a circular ecosystem in the clothing and textiles industry. Moreover, we illustrate the networked nature of supply chains of circular materials.

Comorbidity of attention deficit hyperactivity disorder (ADHD) and reading disabilities (RD) is greater than what would occur by chance. Considering the well-documented adverse impact of both ADHD and RD on development, the presence of both conditions may lead to particularly poor outcomes for affected people. This chapter, which reviews 43 research studies carried out in the last decade that have focused on the link between ADHD and RD, is divided into two broad nuclei of contents. First, studies are described that contribute information about characteristics of the comorbid phenotype. Second, studies related to procedures directed toward evaluation and intervention in this problem are analyzed. The review carried out does not make it possible to extract definitive results on the exact nature of ADHD and RD comorbidity or, even less, reach conclusions about its causes. However, the literature-based evidence shows a cognitive profile of ADHD+RD characterized by failure of various functions that can produce more severe functional deficits and worse neuropsychological, academic, and behavioral outcomes. Furthermore, the analysis of the set of results from the studies shows a limited efficacy of pharmacological and psychopedagogical treatments, and highlights the need for continued research on this topic. From a clinical and educational standpoint, the conclusions derived from this review underline the importance of performing an exhaustive evaluation of children and adolescents with symptoms of ADHD and/or RD, in order to be able to plan interventions with greater possibilities of success in each case.

Being the most powerful creatures on the planet, we humans should carefully consider our beliefs for the simple reason that the way in which we think influences our behaviors; this in turn can either transform the world or negatively affect the world. Our mores, paradigms, and worldviews translate into behaviors (e.g., factory farming for meat production and consumption) that in turn modify the environment. In general, much of our thinking system is backed up by some concept, theory, paradigm, or ideology. Our thinking systems generate our belief systems of goals and mission statements; our belief systems, in turn, determine our behavior systems (e.g., our strategies, choices, commissions, omissions as implementation systems); our behavior systems determine our impact systems (e.g., impact on us, our families and neighborhoods, our cities and villages, our state and our country, our globe and sometimes our cosmos). Thus, our behavior systems eventually impact our thinking systems, which we started with, thus completing a circular or spiral loop. This chapter examines the thinking–beliefs–behaviors–impact loop, exploring its internal and external dynamics and validities. Specifically, in Part I, we examine the structure of our belief systems in business; in Part II, we explore the power of our structured belief systems in business; in Part III, we apply critical thinking that systematically questions and seeks to redesign our presumed thinking and belief systems.