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Composite slabs are gaining wide acceptance in many countries as they lend themselves to faster, lighter and more economic in construction buildings. The strength of composite slabs system relies on the bonding action between the concrete and the steel deck, the shear connections and the cross-sectional resistance of steel beam. However, structural behaviour of composite slab is a complex phenomenon and therefore experimental study is often conducted to establish the actual strength of the structure under ultimate load capacity. The main objective of this study is to determine the structural behaviour of composite slab system until ultimate limit state. Total of two specimens are examined in order to obtain failure mechanism of the composite structure under full load capacity. A new design approach of composite slab for roofing system are proposed in this study to construct a composite slab system that can float in the water but not wash away by flood. The lightweight materials in this composite construction are cold-formed steel and foam concrete. The system focuses on the concept of Industrialised building system (IBS) to reduce the cost and construction time.

This chapter is interested in the challenge of governing beyond crime, surveillance and control. It argues for the need to re-imagine the governance of security in ways designed to both build and enrol the capacities of different actors. The authors draw on regulatory theory and the ideas developed in the areas of ‘responsive regulation’ and ‘nodal governance’ to explore the opportunities for, and the challenges associated with designing governance institutions and processes that serve to de-centre hierarchy, command and interventionism as essential rationalities and practices. Its empirical focus is on the case of child protection, where the authors argue for the importance of nurturing the capacities of families and communities to govern both beyond and in tandem with hierarchical modalities. It is hoped that the theoretical issues raised and the agenda articulated can be engaged with across a variety of empirical domains.

Innovation – the process of transforming research ideas into marketable products and services – requires the collaboration of multiple actors across a variety of interactive situations. Increasingly, innovation is recognized as an important driver of economic growth and human development. Understanding the contexts within which these actors – including researchers, university administrators, entrepreneurs, venture capitalists, private corporations, and public officials – solve recurrent and often complex problems of collective action is therefore of interest to analysts and policymakers. This task begins with the broader theoretical understanding, emphasized by Austrian economists, of the economy as an intricate, interactive, and interconnected system. In complement, the applications to practical policy analysis, developed by Vincent Ostrom and Elinor Ostrom and their colleagues at the Bloomington School, emphasize the role of crafting rules and designing policies to solve recurrent problems of collective action.

This chapter discusses how one bank, committed to social innovation and investment in low-income communities, evolved into a model of socially responsible banking and exemplary community development financial institution. The authors draw lessons from this experience and propose ways to apply those lessons to other financial institutions.

The chapter is based on an in-depth case study of ShoreBank. It includes extensive interviews with two of the bank’s cofounders, who served as the bank’s leaders for more than 37 years.

The case study has identified six key enabling factors for social innovation: (1) a social purpose that is deeply, and effectively, embedded in the organization’s mission, strategy, and operations; (2) an ownership structure to support the social mission and a structure (e.g., bank holding company) that facilitates social innovation; (3) capital capacity – that is, ability to create credit through leverage; (4) a deep level of knowledge about the business, the clientele, and the operating environment; (5) talented people who bring both skill and passion for the mission to the institution-building process; and (6) the discipline to continuously innovate, at a scale appropriate to the problem, with resources that are adequate to the challenge.

This work has several limitations including a focus on one U.S. bank holding company, and based on interviews with that bank’s cofounders.

The chapter provides a rich description of how social innovation through social investment created a meaningful social impact. Important lessons and useful recommendations are drawn for social enterprises that are committed to social innovation in the financial services industry.

The chapter provides insights into the ShoreBank case based on a unique set of data. It offers useful recommendations for social enterprises.

This chapter examines why U.S. offshore wind farms do not exist and identifies sites most suitable for development based on European offshore wind farms. A survey of current literature indicates that U.S. development is stalled due to a lack of government and financial support. The literature identifies common attributes associated with the successful deployment of European offshore farms and provides a basis for a multi-criteria decision analysis of potential U.S offshore wind farm sites. A review of European wind farms indicates that a small, 10–50 MW farm located in shallow waters of less than 20 m might be more successful than previous U.S. development efforts. The review also identifies common European attributes deemed critical for success. These attributes are modified, taking into account unique U.S. factors, and a set of nine critical attributes are derived for use in a multi-criteria decision analysis model of suitable U.S. locations. The nine critical attributes (wind quality, water depth, shore distance, state support, public support, industrial support, population density, weather, and energy costs), along with associated utility function values, are applied to 23 past and current proposed U.S. sites. The model identified three sites, in Galveston Island, TX, Port Isabel, TX, and Block Island, RI, as being most favorable for a small wind farm.

The political crisis related to two main factors internal to the public revenue system, namely financial markets and the commercialisation of the state, and three related external factors, pertaining to the pandemic, popular discontent and inequality. The emphasis on financial markets since the mid-1990s expanded the commercialisation of the state while neglecting public accountability and government oversight. The efforts to shore up public finances through the tax system is increasingly undermined by the global tax architecture, enabling financial secrecy and illicit financial flows.

The pandemic revealed the significance of women’s work, paid as well as unpaid care work. The pandemic also exposed the limitations of a domestic economy, based on export-oriented development, over-reliant on tourism and remittances from migrant workers. Combining with the on-going dengue epidemic, the pandemic highlighted the urgency of climate adaptation. Meanwhile, the popular discontent conveyed an accumulation of grievances linked with cultural discrimination, political misrepresentation as well as economic maldistribution. The participation of new middle-class segments in the protests foregrounded new tendencies significant for strengthening the labour movement as well as working-class parties in their demands for redistribution, reframing democracy as well as citizenship.

The study of power is essential to any study of leadership, as power is fundamental to human organization and is understood to be a driving force of leadership. Power is typically thought of in terms of having dominance over others from a hierarchically higher position. In this chapter, we explore how power is typically defined in the literature and propose that mutualism represents an expanded definition of power and one that more closely aligns with the concept of inclusive leadership. We make a case for viewing power as a capacity that can be developed in others rather than a commodity that can be obtained, horded, or doled out. With this in mind, we explore how these two phenomena intersect from the perspectives of powerdistance, hierarchy, and empowerment. We argue that power expressed as dominance creates distance between leaders and employees, while mutualistic expressions reduce such distance, and that hierarchy and power have been erroneously conflated and when disaggregated can serve a useful purpose in a low-power-distance culture. Finally, through empowerment, we consider approaches to the development of power in others, which is a topic that is rarely considered in the leadership literature. Inclusive leadership offers an important pathway for moving organizations and society toward justice through the creation of cultures characterized by cooperation, unity, and diversity where greater numbers of people step into their capacity for power and begin to address the challenges facing humanity. This is realizable in cultures that promote mutualistic power.