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Interagency collaboration is an effective strategy for supporting students and families with resources and support to prepare students for life after high school. The Communicating Interagency Relationships and Collaborative Linkages for Exceptional Students (CIRCLES) is the only interagency collaboration model identified as a research-based practice, which means the CIRCLES model has the most and highest quality of evidence for its use among interagency collaboration models. Within this chapter, we overview the CIRCLES model and its history. School districts from multiple states have implemented CIRCLES, and, within this chapter, we overview stakeholder experiences with CIRCLES. When implementing any practice, evaluation and implementation fidelity are critical, so we provide suggestions for both. Finally, we discuss barriers and strategies to effective interagency collaboration, in addition to implications for policy and practice.

This study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It seeks to understand how personal psychological resources contribute to team resilience and explore the dynamic evolution mechanism of team resilience. The goal is to enhance team resilience among expatriates in a BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, where organizations face volatile and uncertain conditions.

An online survey was applied for data collection, and 315 valid samples from Chinese expatriates in international construction projects were utilized for data analysis. A structural equation model (SEM) examines the relationships between personal psychological resources and team resilience. The study identifies five psychological factors influencing team resilience: Employee Resilience, Cross-cultural Adjustment, Self-efficacy, Social Support, and Team Climate. The hypothesized relationships are validated through the SEM analysis. Additionally, a fuzzy cognitive map (FCM) is constructed to explore the dynamic mechanism of team resilience formation based on the results of the SEM.

The SEM analysis confirms that employee resilience, cross-cultural adjustment, and team climate positively impact team resilience. Social support and self-efficacy also have positive effects on team climate. Moreover, team climate is found to fully mediate the relationship between self-efficacy and team resilience, as well as between social support and team resilience. The FCM model provides further insights into the dynamic evolution of team resilience, highlighting the varying impact effects of antecedents during the team resilience development process and the effectiveness of different combinations of intervention strategies.

This study contributes to understanding team resilience by identifying the psychological factors influencing team resilience in expatriate project management teams. The findings emphasize the importance of social support and team climate in promoting team resilience. Interventions targeting team climate are found to facilitate the rapid development of team resilience. In contrast, interventions for social support are necessary for sustainable, long-term high levels of team resilience. Based on the dynamic simulation results, strategies for cultivating team resilience through external intervention and internal adjustment are proposed, focusing on social support and team climate. Implementing these strategies can enhance project management team resilience and improve the core competitiveness of contractors in the BANI era.

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

Access to services for consumers with disabilities (CwD) has gained increased attention from researchers and service providers in recent years. Consequently, ensuring that services are designed and maintained in a manner that is more inclusive and accessible to CwD has become imperative. However, academic literature is fragmented and thus, this study aims to provide a state-of-the-art synthesis for further theoretical development.

This study reviews 77 relevant articles in the domain using a multidisciplinary review following the PRISMA protocol, and a thematic analysis was conducted.

The study thoroughly synthesizes the theories, contexts and methods used in the extant literature. Next, the study presents a new theoretical framework with four broader dimensions: beyond regulations, towards accessibility, value co-creation, inclusion of CwD and role of stakeholders. Furthermore, it highlights the related sub-dimensions attributed to the service design stages (planning, usage and post-usage). Based on this, the study offers critical avenues for future research using the Double Diamond framework.

The study contributes significantly to service design literature for CwD and transformative service research by developing a new consolidated theoretical framework. The findings should direct service providers towards better service designs in related fields. Socially, the study has implications for promoting accessibility and inclusion for CwD, while providing them the freedom of choice.