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The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.

In Structural Transformation of the Public Sphere (1989), Jurgen Habermas argued that the public sphere in a democratic capitalist society is the conceptual arena in which private persons deliberate about public matters. Habermas's public sphere is a voluntary political enterprise that exists independently of either the state or the economy. Theoretically inclusive and accessible to all, it is the arena in which matters are decided collectively for the good of the entire society. The public sphere is the place, in fact, where the definition of “public good” is determined. For Habermas, the ideal public sphere flourished with the ascent of the liberal middle-class of the 19th century, but has declined in the contemporary era of mass media and consumerism.

Purpose – The UK energy market is in a period of significant transition, with a target of cutting carbon emissions by at least 80% by 2050. There is widespread agreement that the current policy landscape needs to change if this ambitious target is to be achieved. However, the current business structure also requires a radical overhaul. This chapter explores the new business models that are being introduced to serve commercial and domestic customers.

Methodology/approach – This chapter presents a case study of the UK energy sector that draws on the first author's active engagement in the UK's energy market and thus participant observation. The discussion is framed around relevant material from the entrepreneurship and innovation literatures, with a particular focus on entrepreneurial opportunities created by policy.

Findings – In a rapidly changing policy environment, new ideas, technologies and business models are emerging. A range of new business models evident in the market are explored. These include new forms of service delivery, market-making models and finance models.

Social implications – The chapter highlights the importance of entrepreneurship and innovation in the delivery of a low-carbon economy. It also explores the role of policymakers in promoting more environmentally sustainable approaches in this industry sector.

Originality/value of chapter – The chapter presents a novel, industry-specific case study. It contributes to extant knowledge on sustainable business through its focus on the complex interaction of policy and entrepreneurship as well as some of the business models required for the transition to a low-carbon future.

Every employee embodies manifestations of every demographic that attach to him or her different minority and majority statuses at the same time. As these statuses are often related to organizational hierarchies, employees frequently hold positions of dominance and subordination at the same time. Thus, a given individual’s coping strategies (or coping behavior) in terms of minority stress due to organizational processes of hierarchization, marginalization, and discrimination, are very often a simultaneous coping in terms of more than one demographic. Research on minority stress mostly focuses on single demographics representing only single facets of workforce diversity. By integrating the demographics of age, disability status, nationality, ethnicity, race, sexual orientation, and religion into one framework, the intersectional model proposed in this chapter broadens the perspective on minorities and related minority stress in the workplace. It is shown that coping with minority stress because of one demographic must always be interpreted in relation to the other demographics. The manifestation of one demographic can limit or broaden one’s coping resources for coping with minority stress because of another dimension. Thus, the manifestation of one demographic can determine the coping opportunities and coping behavior one applies to situations because of the minority status of another demographic. This coping behavior can include disclosure decisions about invisible demographics. Therefore, organizational interventions aiming to create a supportive workplace environment and equal opportunities for every employee (e.g., diversity management approaches) should include more demographics instead of focusing only on few.

A Workplace Parking Levy (WPL) scheme represents a major transport demand management intervention which raises a levy on private non-domestic off street parking provided by employers to employees, regular business visitors and students. It therefore increases the average cost of commuting by car and stimulates a contraction in the supply of workplace parking places. Under UK legislation the revenue from such a scheme is hypothecated funding for further transport improvements. As such it is potentially an important mixed policy instrument available to transport authorities to tackle traffic congestion and create extra transport capacity by using the additional funding such a scheme provides. At present, in the United Kingdom, only Nottingham City Council has implemented such a scheme and thus an understanding of how that scheme was implemented, how it operates and the outcomes after a full year of operation are of importance to transport academics and other local authorities considering utilising a similar approach.

This chapter presents an overview of the WPL scheme in Nottingham. The legislation, implementation experience, monitoring framework and outcomes for this scheme after the first year of full operation are discussed by drawing on current literature, documentary evidence and monitoring data.

The Nottingham WPL scheme was fully implemented in April 2012. The gap between the provisions of the underpinning legislation and the functioning scheme has necessitated the formulation of policy in line with the spirit of the legislation. Acceptance by the business community and the public were further barriers to implementation which were mitigated by a consultation process and a Public Examination. However acceptance remains a concern until the scheme has been shown to meet its key objective of reducing congestion. To date there is no evidence that the scheme has had a negative impact on business investment and, while there is as yet no evidence traffic congestion has reduced, it is still early for such impacts to be identified especially as the majority of the associated public transport improvements are yet to be implemented. However the WPL has already raised £7 million in net revenue in its first year of operation which is hypothecated for public transport improvements which may help encourage inward investment and reduce car travel.

At present the Nottingham WPL scheme has only been operational for a short time and a limitation to the research presented here is that the major public transport improvements part funded by revenue hypothecated from the WPL are not yet in place. It will be necessary to wait at least a further 3 years before more definite conclusions as to the success of the WPL package can be drawn.

As the first of its kind in the United Kingdom or indeed in Europe, the WPL scheme in Nottingham provides a unique contribution to the literature, comparing and contrasting implementation and outcomes with those in Australia and Canada. Geographical and cultural differences between the United Kingdom and these countries mean that conclusions drawn concerning existing schemes in other continents are not necessarily transferable to the United Kingdom. This chapter provides evidence in a UK framework to assess if the approach could be suitably applied more widely.

This study examines the effect of domestic alliances on firms’ foreign divestment decisions. We argue that foreign subsidiaries face a higher risk of being divested when firms form new alliances with other firms in their home country. Alliances at home involve resources and may divert attention away from international operations. Also, opportunities emerging from entering into new relationships with other firms domestically may lead firms to reconfigure their value chain activities and resources across locations, thereby increasing the probability of foreign divestment. Using data from the electronic and electrical equipment industries in the USA over the period 2001–2008, we empirically investigate the link between domestic alliances and foreign divestment. We find that increases in domestic interfirm collaboration indeed significantly affect firms’ propensity to divest foreign operations.

International advertising standardization/adaptation has been a dominant area in the international marketing literature. In this chapter, we explore the evolution of thought related to international advertising standardization/adaptation beginning in the 1920s. Through a stage theory historical analysis, we decompose thought in international advertising standardization/adaptation into three unique stages: (1) practitioner evolution, (2) scholarly initiation and (3) conceptual and empirical refinement. Given this approach, we contend that the factors considered in earlier stages were necessary for later development. Further and more importantly, we argue that, for the evolution of thought in relation to international advertising standardization/adaptation to evolve, researchers must begin to engage in a number of acts central to building a unified foundation. We propose a series of issues that need to be addressed in order to advance our understanding of international advertising standardization/adaptation.