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This paper explores social resilience through the lenses of migration. It specifically studies the role of community architects in building socially resilient refugee…
This paper explores social resilience through the lenses of migration. It specifically studies the role of community architects in building socially resilient refugee camps which are human settlements characterized by a transient and heterogeneous community with unique vulnerabilities. These settlements are managed through exceptional governance arrangements between hegemonic and counter-hegemonic humanitarian organizations.
Empirical evidences are drawn from the Office of Displaced Designers (ODD), a design-focused creative integration organization active on Lesvos island. During one-month ethnographic research with ODD, empirical data were harvested through an extensive review of project archive materials including transcripts and audio files of interviews with project participants and collaborators conducted by ODD, architectural drawings and teaching materials, photo and video archives and administrative documents. The ethnographic research was complemented with semi-structured interviews with the founding members and former volunteers and partners of ODD; key site visits to the Moria Hotspot and the surrounding Olive Groves; as well as a desk study on European Union (EU) policies and legislative papers and legal information regarding the asylum seeker application procedure in Europe and Greece.
Reflecting on the potential and limitations of community architects in building socially resilient refugee camps, the paper concludes that in order for community architects to make long lasting improvements they must think holistically and design flexible structural solutions for the entire camp, leverage existing expertise within communities and assist other organizations through administrative, financial and design consultancy support. Community architects are also expected to take active roles in forming pro-equity governance structures and steering pro-resilient humanitarian trajectories by acting as mediators, lobbying their partners, advocating for inclusive practices and social spaces and documenting their projects to build an evidence base across practices and contexts and to strengthen their voice as a collective of community architects.
The role of community architects in building socially resilient human settlements in post-disaster place-based recovery processes has been widely discussed in the disaster scholarship. These studies have primarily emphasized permanent and in situ reconstruction efforts in disaster-affected areas. What remains limitedly discussed is the resilience-building potential of community architects in extraterritorial temporary human settlements characterized by displacement and temporality such as in refugee camps. In light of these observations, the aim of this paper is to push the boundaries of knowledge on post-crisis recovery by re-approaching the notion of social resilience from a migratory perspective and revealing the potential and limitations of community architects in fostering socially resilient refugee camps in new (national) territories.
THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.
AUTOMATION is generally a process superimposed on existing plants, not exactly a thing of shreds and patches, but a compromise between the ideal and the practicable. Rarely is it possible to find it as the basic conception in the mind of the industrialist before even the blue prints of a new manufacturing process have been prepared.
Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.
Editorial This special issue of Industrial Management & Data Systems is a huge departure from our usual journal/ monograph style. This is an additional issue to the year's volume — a bonus in fact.
Although the rapid spread of information processing technology is widely expected to have dramatic social impacts, the argument most commonly advanced for this position, a simple appeal to the speed of technical progress, is quite weak. Any more compelling case must identify the attributes of information technology which distinguish it from other, less disruptive, technical innovations. One such is informa‐tion technology's combination of high reactivity, coupled with a basic lack of understanding of its underlying conceptual structure on the part of those who have to adapt to it. This lack of understanding not only implies that users will become alienated from their environment, but also presents practical difficulties to applications of information technology such as office automation. This analysis makes the basic cognitive skills, such as procedural reasoning, underlying any effective use of information processing devices a topic of central concern. However, neither the difficulty nor the importance of these skills are widely appreciated. Most of the techniques which have been proposed to facilitate the use of complex, programmed devices are simply incommensurate in scope with the problem. A Gendanken analysis of programming is advanced to indicate why this is so and to serve as the basis for an agenda of cognitive science research.
In this chapter, the authors offer a critical appraisal of predictions of a jobless future due do rapid technological change, as well as provide evidence on whether the…
In this chapter, the authors offer a critical appraisal of predictions of a jobless future due do rapid technological change, as well as provide evidence on whether the rate of occupational change has been increasing. The authors critique the “task replacement” methodology that underlies the most powerful and specific predictions about the impact of technology on employment in particular occupations. There are a number of reasons why assuming a correspondence between task replacement and employment declines is not warranted. The authors also raise questions about how rapidly the development, acceptance, and diffiusion of labor-displacing technologies is likely to occur. In the empirical portion of the chapter, the authors compare the current rate of employment disruption with those observed in earlier periods. This analysis is based on an analysis of occupation data in the US covering the period 1870–2015. Using an index of dissimilarity as the metric, the authors find that the rate of occupational change from 1870 to 2015 does not provide evidence of a sharp uptick in the rate of occupational shifts in the information age. Instead, the rate of occupation shifts has been declining slowly throughout the second half of the twentieth century. Thus, the issues and results discussed here suggest that imminent massive employment displacement is not a foregone conclusion.
Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..