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The most recent research on the prevalence of young caring in secondary school–age children (Joseph et al., 2019) suggests that one in five 11–16 year olds have a caring role. There are inherent challenges with identifying children and young people (CYP) who have caring responsibilities; they find themselves in the role because of love for a family member, as well as the lack of provision to meet the needs of the person they are caring for (Keith & Morris, 1995), not because they have consciously chosen to become a carer, and so do not identify with the concept (Smyth, Blaxland, & Cass, 2011). School can be both precarious and a place of sanctuary for young carers (Becker & Becker, 2008). Experiences of education, as with many aspects of caring, exist on a continuum with no young carers’ educational experience being the same (Dearden & Becker, 2003). Schools have a pivotal role in identifying, understanding and supporting young carers to prevent their education from being adversely affected.

Transport policy is constrained by the dilemma of the positive impacts of lowering the generalised costs of travel and their today non-ignorable negative externalities. This chapter details this dilemma and discusses current policy ideas to manage and overcome it against the impacts of the COVID-19 pandemic on travel habits and work behaviour. The impacts are presented for Switzerland for which a large-scale GPS tracking survey spanning the autumn 2019 to winter 2021 period is available. The chapter concludes by highlighting the dilemma of transport policy by discussing a number of potential solutions for the future.

This chapter intends to provoke thought around assumptions about young people providing care, what influences how young carers are perceived and how stigma and judgement associated with caring are discussed. We conclude by emphasising the significance of the role as an educator in creating discussion about the breadth and diversity of care experiences. This role includes both educating young people about young caring and being mindful that your students may currently be or previously been a young carer.

Modelling has been a mainstay of conventional planning support tools (PSTs) since the 1960s and is instrumental in transport and land use planning decision-making. Numerous studies have been conducted to model the potential impacts of emerging vehicle automation and sharing technologies. A systematic review of recent modelling studies of autonomous and shared vehicles in the research literature examines the extent of their contribution to ‘smart’ mobility knowledge. The findings suggest a limited knowledge base from which to support future planning. PSTs that can offer more pluralistic, discursive, and transparent methods in order to understand and proactively shape a transition to a planned urban future are also needed.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

Argues that facilities management is an indispensable part of property management. Clarifies the role of the facilities manager and identifies some of the emerging issues which are directing their attention. Concludes that facilities management is currently at a crossroads in its evolution, and that a lack of professional clarity threatens to undermine further progress in the field.

Due to the global labor market challenges, international companies react and adjust fast to these circumstances by implementing digital solutions into all business processes. Organizational ambidexterity is seen as the response of digital transformation and it can be divided into structural, contextual, and sequential dimensions. In this context, organizations representing the smart industry will need employees with specific competencies which let them meet technological challenges.

This chapter aims to clarify the state of opinion on expectations towards, and preparedness for, the impact of Industry 4.0 on human resources management and the implementation of various types of ambidexterity in these companies. We have conducted interviews with key HR informants from manufacturing companies operating in Germany and Poland. We have found that Industry 4.0 has a significant impact on HR practices. In both international companies, various digital solutions in employee recruitment, development, and performance, have been implemented. There have also been mature examples in both companies of structural, contextual, and sequential ambidexterity.