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Movement of people from one retail trade area to another in search of better options and deals has been studied across the world owing to its large impact on trade flow. Studies have been done in various rural and urban settings. However, almost all except one fails to provide a comprehensive model of outshopping which has its own limitations with regard to its applicability’s across cultures and in various settings. Nonetheless findings from the literature provides necessary inputs to start studies in various other cultures and settings. Results are presented in form of various definitions, various types, methodologies used, factors identified (individual characteristics, market characteristics, product related variables and accessibility factors) and patterns across continents. Attempts have also been made to explain their applicability to Indian conditions along with various limitations and gaps.

The purpose of this paper is to establish the impact and effectiveness of the national PING! project implemented by a national governing body of sport (NGB) and key public sector partners in England. It establishes lessons learnt and areas to improve future programme development in this area of public sports management. In addition it is also evidencing a new approach to engaging with physical activity and sports development in local communities.

The research study is based on a user survey with 375 respondents and two qualitative ethnographic case studies in two of the eight cities that were involved in the programme. These case studies encompassed 30 individual or group interviews, informal observations and site visits across the two cities.

The research project has identified some of the key factors that lie behind the positive outcomes of the scheme, including a strong sense of participant community, diverse participant profiles, a hidden workplace impact and building an entry point for non-engaged sports participants to sport and physical activity. In addition, lessons have been learnt in terms of future programme management, design and development in this field of informal and recreational sports project. These include strengthening opportunities for sustainable continued participation, sharing information with other NGBs that are beginning to work in this style of delivery and building alternative pathways to the traditional club as an outlet' for novice participants.

The study is based in England and is limited to a one year research project. The qualitative case studies were also only conducted in two of the main partner cities.

Very few empirical studies have examined this growing trend towards informal table tennis programmes and facilities. Likewise the paper also offers a novel evaluation approach for NGBs to gain richer more insightful depth of research lessons. It is also part of the growing literature that is questioning the foundations of “traditional sports development” practice and its associated sphere of public sector activity.

Strategic alliances involve uncertainty, interdependence, and vulnerability, which often create adverse situations. This paper seeks to understand how alliance managers respond to these adverse situations by examining the influence of four exchange variables on response strategies.

A scenario‐based experiment provides empirical support for a typology consisting of seven conceptually and empirically distinct response strategies: exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect.

The results indicate that economic satisfaction, social satisfaction, alliance‐specific investments, and the availability of attractive alternatives differentially and interactively affect response strategies.

The study offers two main contributions to alliance literature. First, the seven response strategies accurately represent reactions that alliance managers use to deal with adverse situations. Second, the study findings validate and extend previous alliance research by highlighting that a comprehensive response strategy typology is necessary to disentangle the effects of the four exchange conditions on response strategy use, which fosters theory development and managers' ability to manage their alliances effectively.

The study contributes to the process perspective on strategic alliances by highlighting the various response strategies that alliance managers use to deal with adverse situations and their antecedents.

Major public cloud providers, such as AWS, Azure or Google, offer seamless experiences for infrastructure as a service (IaaS), platform as a service (PaaS) and software as a service (SaaS). With the emergence of the public cloud's vast usage, administrators must be able to have a reliable method to provide the seamless experience that a public cloud offers on a smaller scale, such as a private cloud. When a smaller deployment or a private cloud is needed, OpenStack can meet the goals without increasing cost or sacrificing data control.

To demonstrate these enablement goals of resiliency and elasticity in IaaS and PaaS, the authors design a private distributed system cloud platform using OpenStack and its core services of Nova, Swift, Cinder, Neutron, Keystone, Horizon and Glance on a five-node deployment.

Through the demonstration of dynamically adding an IaaS node, pushing the deployment to its physical and logical limits, and eventually crashing the deployment, this paper shows how the PackStack utility facilitates the provisioning of an elastic and resilient OpenStack-based IaaS platform that can be used in production if the deployment is kept within designated boundaries.

The authors adopt the multinode-capable PackStack utility in favor of an all-in-one OpenStack build for a true demonstration of resiliency, elasticity and scalability in a small-scale IaaS. An all-in-one deployment is generally used for proof-of-concept deployments and is not easily scaled in production across multiple nodes. The authors demonstrate that combining PackStack with the multi-node design is suitable for smaller-scale production IaaS and PaaS deployments.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

This chapter draws from a three-year ethnographic study focused on the educational and community interactions among working- and middle-class ethnic Chinese immigrants in a mid-western town in the United States. Aihwa Ong (1999) argues that “Chineseness” is a fluid, cultural practice manifested within the Chinese diaspora in particular ways that relate to globalization in late modernity, immigrants’ cultural background, their place in the social structure in their home society, and their new social class status in the context they enter. The study extends research focused on the complexities of social reproduction within larger global flows of Chinese immigrants. First, we describe how Chinese immigrants’ social status in their countries of origin in part shapes middle and working-class group’s access to cultural capital and positions in the social structure of their post-migration context. Second, we trace groups’ negotiation of their relational race and class positioning in the new context (Ong, 1999) that is often invisible in the processes of social reproduction. Third, we describe how both groups must negotiate national, community, and schooling conceptions of the model minority concept (Lee, 1996) that shapes Asian-American’s lived realities in the United States; yet the continuing salience of their immigrant experience, home culture, and access to cultural capital (Bourdieu, 2007) means that they enact the “model minority” concept differently. The findings suggest the complexity of Chinese immigrants’ accommodation of and resistance to normative ideologies and local structures that cumulatively contribute to social reproduction on the basis of class.

Research within the inter-organizational field has until recently focused on the formation and maintenance of business relationships, while less research has been directed toward the study of relationship ending. Lately, however, research on dissolution and related constructs, such as exit intention and switching has emerged (Halinen, Havila, & Tähtinen, 1999a; Prim-Allaz, 2000; Tähtinen & Havila, 2004; Vaaland, Haugland, & Purchase, 2004). Some literature focuses on the reasons and antecedents to relationship dissolution (Ping, 1999; Haugland, 1999; Wathne, Biong, & Heide, 2000), while other research investigates the process and consequences of relationship dissolution (Grønhaug, Henjesand, & Koveland, 1999; Giller & Matear, 2001; Alajoutsijärvi, Möller, & Tähtinen, 2000). Yet, few studies have investigated relationship dissolution in cross -national dyads. Specifically, the current research examines how supplier reps’ cultural knowledge, cultural adaptation and communication affect buyer tolerance of conflict in cross-national business relationships. The construct tolerance of conflict refers to the intention to discontinue the business relationship with the current partner given conflict situations. This construct is therefore conceptually close to exit intention; a construct frequently used in relationship dissolution studies (e.g. Ping, 1993,1995; Halinen & Tähtinen, 1999b).

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Resource discovery in peer‐to‐peer (P2P) systems have been extensively studied. Unfortunately, most of the systems studied are not designed to take advantage of the heterogeneity in peer nodes. In this paper, we propose a novel P2P overlay called RATTAN, which serves as an underlay of a Gnutella‐like network. RATTAN exploits the heterogeneity of peer nodes by structuring capable nodes as the core of the overlay. Using a tree‐like structure, RATTAN can maximize the search scope with a minimal number of query messages. We evaluate RATTAN with simulation. The experiments show the following interesting results. First, RATTAN is robust by exploiting redundant overlay links. Second, the maximum bandwidth demand for processing the protocol of a single RATTAN overlay is nearly 1M bits/sec. However, around 80% of the nodes merely take 66 bits/sec. One implication is that we can use a small number of relatively capable peers (e.g., stable machines with a 100M bits/sec network interface) to process the 1M bits/sec protocol overhead and serve other peers that only need to spend 66 bits/sec for processing protocol overhead.