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With proper design and work planning, falls through fragile skylights are preventable. Skylights pose a hazard to workers when their work tasks for operations, maintenance and repair require them to be on roofs. The National Institute of Occupational Health and Safety produced guidelines and special alerts to address the dangers that are present around skylights, and the Occupational Safety and Health Administration regulations have prescriptive requirements for work performed around skylights, and yet incidents still occur. The purpose of this study is to investigate and raise awareness for the causality of the incidents involving skylights in the USA.

The authors investigated and analyzed 204 incidents involving skylights recorded by the Bureau of Labor Statistics to characterize their nature and to determine any correlation with the roof environment or the nature of the work performed. Using Google Earth and Google Maps roof geometry, proximity of skylights to roof edge and rooftop mechanical equipment was determined.

The majority of falls through skylights occur during roof maintenance and repair activities. Falls through skylights are underreported. Because of a general lack of good design to reduce or eliminate the risk of falling through skylights, facility managers carry the burden to properly assess work and access on roofs where fragile skylights are present.

The phenomenon of falling through skylights was made aware on a national level in the USA in 1989; however, little has been done from a design and planning perspective to reduce these incidents. This paper presents a unique perspective on the role of facility managers in understanding the hazards associated with roof maintenance near skylights.

Even with the recognized impact organizational leaders have on the outcome of digital transformation (DT), a comprehensive scholarly understanding of the competencies that leaders must possess to lead a DT to success is lacking.

To derive and list the competencies considered by experts as necessary for managing DT, the authors recruited 18 international senior managers with relevant experience and applied the Delphi method to survey the managers. Upon the completion of three survey rounds and the authors modifying the response list until consensus was reached, 39 items were shortlisted as constituting key competencies for managing DT. Furthermore, the authors engaged in inductive theorizing to derive propositional statements using these findings.

The practitioners agreed on visionary thinking, agility, understanding the value of data, data-driven decision-making, knowledge of strategy and accepting change as the most important requirements for managing DT. Through inductive theorizing, the authors further derived that the seven discovered clusters fell into two broader competencies – behavioral and strategic – and that each behavioral competency would have varying importance depending on the country and industry that the organization operates in.

As is typical for Delphi studies that involve multiple survey rounds, the study participant response rate was moderate. The implications of this study, in finding that a variety of leadership competencies are needed to ensure successful DT, validate prior research that people, not technology, drive DT.

This study helps mitigate assumptions that successful DT processes are only possible by hiring technological experts, as doing so highlights the importance of behavioral leadership competencies.

The study is one of the first to interlink digital leadership with DT by inductively theorizing behavioral and strategic competencies. The authors also establish that contexts are vital in determining which aspects of leadership competencies are deemed most important in driving DT.

Achieving sustainable development in terms of people, prosperity and partnership is the main aspect in any country’s plan for development. This sustainable development has to be achieved in three major dimensions, that is, economic, social and environmental in an integrated, balanced and systematic way. The same is highlighted in the United Nations’ (UN) vision for sustainable development by 2030. The purpose of this study is to identify the critical barriers of urban sustainability and gender equality with reference to Indian context, to suggest the strategies to achieve sustainable development in the referred area and to evaluate the relationship between them.

The major contribution of this study lies in the development of a contextual relationship model from the various identified critical barriers in Indian context, using interpretive structural modeling with MICMAC analysis.

Of the 17 goals given by UN, considering the Indian context, the goals of building resilient infrastructure, promoting inclusive and sustainable industrialization and fostering innovation; promoting sustained and inclusive economic growth along with full and productive employment and decent work for all; and gender equality and empowering women at all levels seem to be the major challenges and the same are selected in this study for further analysis. To understand the major challenges in these areas and also to find the way forward, the study has set following three major objectives: to identify the critical barriers of urban sustainability and gender equality with reference to Indian context; to suggest the strategies to achieve sustainable development in the referred area; and to evaluate the relationship between them.

Considering the highly volatile and complex demand requirements, this approach may help to enable the government to tackle issues/challenges related to both urban sustainability and gender inequality on priority basis and in a holistic manner to achieve the goals of sustainable development, thereby improving the quality of life.

Inaccurate capturing and processing of customer requirements result in negative economic and ecological effects. Digital twins of customer demands promise to remedy these issues. However, successful implementation necessitates users' technology acceptance. This study contrasts three hierarchical digital twin levels with different degrees of user integration and examines determinants for their respective acceptance.

A structural equation model is applied in a comparative manner, considering different levels of digital twin radicalness. A multidimensional approach is used to measure attitudes towards usage. Data are collected in the context of organisational supply management.

Results show harmonious effects across digital twin levels. This indicates that technological radicality plays only a subordinate role when assessing acceptance determinants such as user perception on ease of use, usefulness, trust and risk.

Rather than focussing solely on technological factors, findings suggest that users prioritise the actual outcome and efficiency of the system. This perspective offers practical implications for organisations seeking to implement advanced systems and emphasises the significance of user perceptions beyond technological features.

The societal impact of this research are an appreciation of customer roles in the supply chain where an enhanced detection of customer needs and preferences aligns businesses with the dynamic and evolving demands of a diverse and a continuously environmentally-conscious consumer base.

This study applies a measurement model for technology acceptance in a unique and multidimensional manner. Thereby, a comparative analysis of user perceptions across different digital twin levels sheds more light on a nascent, promising and underexplored technological method. This interdisciplinary research combined knowledge from the supply chain management and management information systems fields by highlighting key factors for the adoption of complex technological methods.

Why is it that highly trained and seasoned executives fail? On the surface, this doesn’t make sense because they are very successful; yet research in the organization sciences provides no shortage of evidence to prove just that. From the classic Mann Gulch fire disaster of Weick’s famous collapse of sensemaking study, to studies of myopia of learning, escalation of commitment, threat-rigidity, dominant logic, the architecture of simplicity, the Icarus Paradox, to core competencies turning into core rigidities, and navigating new competitive markets using “old” cognitive maps, and many more such examples point to a ubiquitous phenomenon where highly trained and experienced professionals find themselves “stuck” in the heat of battle, unable to move and progress. On the one hand, for some, there is a desperate need for change, but are unable to do so, due to their trained incapacities. On the other hand, some simply cannot see the need for change, and continue with their “business as usual” mentality. For both, their visions of the world shrink, they have a tendency to cling onto their past habitual practices and oversimplify the complexity of the situation. In moments like these: DROP YOUR TOOLS and UNLEARN! This book chapter introduces a framework (grounded in clinical psychology) that has had consistent success in helping seasoned executives and key decision-makers open up the alternatives whenever they find themselves stuck with complexity.

Cultural heritage destruction, acts that are carried out by both state and non-state actors, have accompanied violence towards people in all types of wars throughout human history. Used as a means to cause terror and to directly perpetuate harm on a particular group of people, heritage destruction ultimately erases the history of the people and denies them a future at the same time. Heritage destruction, as such, is a topic that is directly relevant for conflict and peace economics. Yet, economics literature on heritage destruction, especially during epochs of violence is scant at best. Presenting some examples of heritage destruction during mass atrocities, this chapter discusses how heritage destruction is related to causes, conduct, and consequences of violence. Doing so illustrates how heritage destruction could be incorporated in extant conflict and peace economics studies and their relevance for post-conflict reconstruction and violence prevention.

This study aims to understand the degree of predictability and value in analyzing consumer purchase patterns in the US wine retail market. The study considers whether brands in US wine retailing follow the well-established Duplication of Purchase Law and Double Jeopardy Law.

Over 20,000 customer panel wine purchases were analyzed from a number of locations within a supermarket chain based on the West Coast of the USA. Cross-purchasing behavior for the top 20 wine brands by market penetration was analyzed to assess whether the well-established Duplication of Purchase Law and Double Jeopardy Law hold up in this wine retail setting in the USA. The degree of predictability and the existence of anomalies in expected cross-purchasing behavior were identified in the analysis.

Results confirmed a Double Jeopardy pattern and that wine cross-purchasing patterns for the most part followed the Duplication of Purchase Law. However, exceptions to these patterns were found, which indicated areas in need of managerial attention due to the potential to remedy, develop or monitor the most prominent variations between predicted and realized cross-purchasing behavior. Repeated identification of variations has been identified in other product categories, known as market partitions.

Although it is commonly believed that wine is a unique product category, the results of this study demonstrate that consumer behavior toward wine is similar to other fast-moving consumer goods. The exceptions suggest that while similar consumer purchase patterns are evident, consumers are more likely to cross purchase wine brands and grape types more than would be expected given Duplication of Purchase Law benchmarks.