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Big data have rapidly developed as a viable solution to many problems faced in engineering industries. Specifically, in the industry of water resource engineering, where there is a tremendous amount of data, various big data techniques could be applied to achieve innovative and efficient solutions for the industry. This study reviewed the proposal of big data as potential approaches to solve various difficulties encountered in managing water resources and related applications in Malaysia. The advantages and disadvantages of big data applications have also been discussed along with a brief literature review and some examples of case studies.

As a rising power, China has become increasingly interested in many problems in its region and on a global scale. China's investments in Europe and its strong economic relations with European economies have greatly increased its interest in Europe. In this context, in this study, China's approach to two case studies that have had a very serious impact on Europe in the recent period is discussed. These two events, which have both political and economic effects on the European Union and European countries, are Brexit and COVID-19. In this study, how China approaches these two events and what policies it implements will be shown. China's post-Brexit relations with the United Kingdom and comments on Brexit will be also shown. In the other case study, China's aids to European countries in the COVID-19 process and the image it wants to establish with these aids will be discussed. China's approach to these two events will be shared through the discourses of Chinese officials, especially Chinese leader Xi Jinping, and from the literature. As a result, it will be mentioned that China supports countries that need and cooperate with European countries based on economic relations in major crises.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.

“The second attempt to model monopolistic competition was far more successful than the first, essentially because the second attempt introduced a formalization that had all the relevant characteristics of monopolistic competition but was still relatively easy to handle” (pp. 1–2). The story of the first revolution is that various precursors, such as Marshall, understood that the middle ground between perfect competition and monopoly was fraught with danger, so they avoided it. In the 1930s, Edward Chamberlin and Joan Robinson independently applied the marginal revenue curve to draw the now-familiar equilibrium position for a profit-maximizing, monopolistically competitive firm. However, the first revolution never really succeeded: “Given the elegance of the monopolistic competition model, it is surprising to see how little influence it had on economic theory” (p. 10). Several of the papers make reference to the failed 1930s monopolistic competition revolution without going into detail. It seems that it is an agreed upon fact.