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The purpose of this paper is to present the background to the development of the World Towns’ Framework, developed in June 2016 at the inaugural World Towns Leadership Summit in Scotland. The paper also provides an academic underpinning to the four pillars of the agreement; a unique sense of identity and place, economy, leadership and citizenship and environment. It ends with a call to action for practitioners, policymakers and organisations providing support to people in places who want to contribute to the development of the Framework and adopt it.

The paper is divided into four sections. The first section gives the background to the development of the World Towns Framework. The second section publishes the World Towns Framework in its entirety. The third section builds an evidence-base for the components or pillars of the World Towns Framework, based upon work undertaken by the think tanks and academic partners involved in its development. The final section sets out a call for action – explaining how the Framework can be further developed and utilised.

The paper contains three main contributions. It articulates a new narrative for towns, neighbourhoods and city districts in responding to contemporary urban challenges; it shapes a new urban agenda for these urban places and it asserts the need for new alliances and approaches essential for a strong competitive economy, which is more inclusive of towns and smaller places, combined with a fairer, more equal society.

The evidence base for the research is limited to the work that has been carried out by the academic institutions and think tanks that supported the development of the World Towns’ Framework.

The practical implication of the World Towns Framework are a shared understanding of how towns and smaller places can engage in management, development and marketing practices that will lead to a stronger economy and fairer society.

The focus upon place uniqueness and identity, a more equitable economy, a greener and cleaner environment and stronger place leadership and citizenship can lead to better, fairer and more liveable places.

This is the first attempt to develop a World Towns Framework to shape urban change outside of cities and metropoles.

NOW removed to Chaucer House, Malet Place, London, W.O., the Library Association is in its permanent home adjoining University College and the new National Central Library. Some strenuous work has yet to be done by the secretary and his staff before the ceremonial opening, but when Chaucer House is completed it should not only facilitate and permit the growth of the work of the Library Association; it should also form a meeting place of great value. We refer not only to meetings of a formal character, although room for these, for council and committee meetings and for examinations will, for the first time in our record, be adequate; we refer rather to the clubbable meetings that have hitherto been rather difficult. For many years librarians have advocated a professional club, where meals might be taken, friends might meet, and some of the social amenities generally be possible. There seems to be an opportunity here; but, clearly, no such club idea can be realized unless there is a definite desire for it, and, what is more, practical use made of it. If the London members dropped in regularly some catering scheme could be arranged which the provincial members could take advantage of too whenever they visited London. Can this be done? Other professions have managed it. It is merely sense to recognise that the provision of refreshments and other necessaries can only be made if there is a regular demand for them which will at least pay their cost.

SEPTEMBER finds the summer irrevocably over, although there will still be one or two very beautiful months in the English autumn remaining. It is usually the time when the older librarian thinks of conferences, and today he realizes regretfully that these have receded into what already seems a remote past. This month as we write we have to repeat the expectation we have expressed every month since May that before these words appear in print the threatened lightning attack on the life of England will have been made by the Nazis. It is becoming so customary, however, that one can only suggest that so far as circumstances allow we proceed with our normal work. The circumstances may make this difficult but they should be faced. One thing stands out: that in public libraries, at anyrate, the demands made by readers have gradually returned to their usual level and in some places have risen above it. This does not always mean that the figures are as high as they were, because in many of the great cities and towns a part of the population, including a very large number of the children, have been evacuated. In spite of the pressure on the population as a whole, it would seem that head for head more books are being read now than at any previous time.

The main objective of this research is to unravel and analyze emergent technologies that are altering and improving the event industry. The study seeks to recognize the most vital technological advancement, uses and effects on event preparation, management and participant experience.

In this study, a narrative literature review method was used to examine emerging technologies in event management.

The research reveals that the emerging technologies examined in the articles affect and transform the event industry differently. Many of these technologies are currently being used in the event industry and are likely to be utilized in the coming years.

Numerous studies in the literature are related to the research field. However, as technology evolves rapidly, it is necessary to repeat studies at regular intervals. This article contributes to the literature by tracking new technological developments in the event industry.

This chapter examines major factors and processes that lead to the development of strategic global human resource management [SGHRM] capability in organizations doing business in emerging markets. The dynamism of this capability is hypothesized to increase as specific structural changes are initiated, such as an innovative practice of inpatriation. It is argued that the inpatriation provides the strategic coherence and flexibility necessary for effective organizational strategies in emerging markets. Through the examination of this innovation in strategic global human resource systems from a knowledge based-view theoretical perspective, the emergence of certain unique and valuable organizational outcomes (i.e. trust, commitment, social capital, and legitimacy) are explained. The potential problems and challenges of implementing an inpatriation program in global negotiations are also examined, with particular focus on gaining acceptance of inpatriate managers in the headquarters organization. In conclusion, specific directions for future research relative to the development of SGHRM capability based on inpatriation as core competency are outlined.