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In today's highly dynamic, unpredictably changing business environment, traditional strategic‐planning approaches are of doubtful value. In 1995, the American Productivity & Quality Center (APQC) began a series of consortium benchmarking studies on strategic planning. The first study, completed in 1996, identified several innovative practices and surfaced challenges faced by companies in highly dynamic business environments. Consequently, strategic planning in fast‐cycle environments became the focus of the second study, “Reinventing Strategic Planning for a Dynamic Environment,” which was completed in February 1997.

The Olympic Games is the largest sporting mega event of its type, with deep cultural and historical roots. The event is short lived compared to the lifespan of the infrastructure required in host cities. The purpose of this paper is to examine models of adaptability in Olympic construction, using case studies in previous Olympic host cities of the Summer Olympic Games (Rome 1960, London 2012), to assess the impact of adaptability on future legacy.

A mixed methods approach (archival research, direct observation), was used in two case studies: Rome (Palazzetto dello Sport, Palazzo dello Sport), and London (London Olympic Velodrome, London Aquatics Centre). The case studies examined how adaptability was used in design to secure legacy.

In the selected case studies (Rome 1960, London 2012), adaptability has had a positive impact on the post-Games use of venues, all four of which remain in use today. However, there are multiple factors that contribute to post-Games legacy, and further research is necessary.

Whilst some positive results were observed in this study, more research is necessary across a broader spectrum of sites and venues to make conclusive recommendations for architects designing for Mega Sporting events.

The significance of this study to architectural practice, academia, and society is its potential to benefit future Olympic Games, International Olympic Committee policy, and be extended to other Mega Sporting events.

The originality of this research lies within its analysis of Olympic infrastructures and sustainability, of which there is a current lack of comparative studies in academic research.

Examines the benefits of following an implementation plan when designing and building an assembly machine in‐house, to control the progress of a project. Uses the example of a real life project undertaken at Brunel University [to design and build a chain assembling machine] describing the various steps followed during the design and building process through to testing and control systems. Concludes that although an implementation plan often requires some thought and effort at the beginning of a project it proves worthwhile by the end.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Robot‐equipped machining cells with vision and gauging systems efficiently improve throughput and reduce ergonomic concerns. This paper examines Webb Wheel Products’ installation of four robotic workcells dedicated to producing a family of brake drums and rotors.

States that advertisers on the World Wide Webb (WWW) rely on a traditional mass communication model, which may be inappropriate for electronic commerce. Sets out to explore how marketing could happen on the WWW. Explains the WWW, its origins, its phenomenal growth, and the opportunities it opens up for commercial transactions, particularly in the USA. Refers to literature which indicates that conventional marketing activities need to be revisited and turned into virtual marketing if there is to be any success in electronic commerce. Cites five phases in this evolutionary process. Focuses on interactivity between the consumer and the marketing organization, predicting that good marketing will be based on good conversation, customer satisfaction and consumer access to the company.

Reports research statistics that reveal that half of all working women are likely to suffer some form of sexual harassment during their careers, particularly those in non‐traditional posts. Outlines different explanatory theories for sexual harassment proposed in current literature, focusing in particular on socio‐cultural, organizational and individual differences models, and seeks to examine the interaction between various factors identified. Discusses the main effects of power distance, attitudes towards women and gender/job match on sexual harassment, and develops models of sexual harassment behaviour to examine the interaction between these three factors for women with male supervisors in traditional and non‐traditional roles, identifying the circumstances in which quid pro quo and hostile environment sexual harassment are most likely and most unlikely to occur. Illustrates how the different factors involved foster different kinds of sexual harassment at different levels of severity, and concludes that multiple strategies are required to address such behaviour.

Considers the implications for budgeting and performance measurement of the emphasis on strategic management of human and information resources to obtain global competitive advantage. Summarizes relevant research, noting increasing use of economic value added, non‐financial measures and the balanced scorecard; and explaining Simons’ (1995) “levers of control” framework. Illustrates how this can be applied to the budgeting process, stressing the importance of interactive control systems which capture an integrated set of critical performance measures, and uses Skandia (insurance, Sweden) as an example. Lists the ten non‐financial performance metrics identified by Ernst & Young (1997) as important to investors and discusses the ten differences between budgeting in a traditional as opposed to a balanced scorecard environment put forward by Govindarajan and Shank (1992). Concludes that the need for multinationals to be flexible means that control and measurement systems must be aligned with strategic goals, taking account of national cultures, investors’ expectations and demands for employee empowerment.

To present a generic empowerment ecology framework to guide the operation of Future Centers and to empower Future Center visitors to respond to the challenges facing them and develop and implement innovative solutions.

An in‐depth case study was conducted in Be'er Sheva PISGA Future Center in the educational sector in Israel. Visits to a further 20 Future Centers around the world and a literature review helped to generalize the key findings and develop and validate the framework further.

Although empowerment is not always explicitly discussed in Future Centers, it is an important underlying philosophy. The framework developed in this research helps to ensure empowerment issues are systematically addressed and contains four perspectives: operating principles; resources; supporters and processes. These combine to form the empowerment ecology.

The empowerment ecology framework has been developed from observation predominantly in one Future Center. It should now be more fully tested and validated in other Future Centers.

This paper provides a framework to help Future Center practitioners and other future oriented working environments stakeholders to explicitly address empowerment issues.

This paper provides a detailed description of the operation of a regionally focused Future Center in the educational sector. The paper presents a novel empowerment ecology framework for use in facilitated user‐centered collaborative working environments, such as Future Centers.

The purpose of this article is to describe a future center as an urban innovation engine for the knowledge city, to understand the success factors of a future center and how this success can be replicated systematically in the implementation and development of future centers in the future.

Nine future centers were visited and a longitudinal action research‐based case study was conducted at the regional Be'er Sheva PISGA Future Center in Israel, within the educational domain.

There are 13 conceptual building‐blocks for a future center and the unifying principle is conversations. The PISGA future center put the concept of a future center into action and was guided by six operating principles: values, experiment and learning, organizational structure, partnerships, physical space, and virtual space. They were able to initiate ten new educational projects within the first two years of operation. A conceptual model of a regional future center was developed and tested on the PISGA case, defining the five key ingredients as community conversations, future images, an innovation lab, a knowledge and intelligence center and implementation projects.

After two years of testing the findings, only intermediate results are available. Further research is needed to develop and test the concepts and model further.

This paper provides building‐blocks and a generic model that can be used by the creators of next generation future centers.

This paper provides the first generic building‐blocks and the first generic implementation and operational model for a future center.