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European air transport policy, emerged through the confluence of case law and legislation, in four broad areas: liberalization, safety and security, greening, and the external policy. Following the implementation of the single market for air transport, policy shifted to liberalizing and regulating associated services and in recent years to greening, the external aviation policy, and safety and security. Inclusion of air transport in the Environmental Trading Scheme of the European Union exemplifies the European Commission’s proactive stand on bringing the industry in line with emission reduction trajectories of other industries. However, the bid to include flights to third countries in the trading scheme pushed the EU into a controversial position, causing the Commission to halt implementation and to give ICAO time to seek a global multilateral agreement. The chapter also discusses how the nationality clauses in air services agreements breached the Treaty of Rome, and a court ruling to that effect enabled the EC to extend EU liberalization policies beyond the European Union, resulting in the Common Aviation Area with EU fringe countries and the Open Aviation Area with the USA. Another important area of progress was aviation safety, where the EU region is unsurpassed in the world, yet the Commission has pushed the boundary even further, by establishing the European Safety Agency to oversee the European Aviation Safety Management System. Another important area of regulatory development was aviation security, a major focus after the woeful events in 2001, but increasingly under industry scrutiny on costs and effectiveness. The chapter concludes by arguing that in the coming decade, the EU will strive to strengthen its position as a global countervailing power, symbolized in air transport by a leadership position in environmental policy and international market liberalization, exemplified in the EU’s external aviation policy.

The purpose of this paper is to investigate how the seafood industry perceives benefits of traceability implementation. Furthermore, ex ante cost‐benefit analyses (CBAs) of adopting new traceability systems are conducted for two firms, operating at different steps of the seafood supply chains, to obtain preliminary knowledge on the net benefits of the project and on how costs and benefits are distributed among the actors.

This is a case‐based study.

The surveyed companies perceive improving supply chain management as the most important benefit of traceability. Other benefits are increase of the ability to retain existing customers; product quality improvement; product differentiation; and reduction of customer complaints. However, the quantifiable benefits are perceived differently by the actors at different steps in the supply chains, e.g. implementing radio frequency identification (RFID) tags on pallets in the seafood trading company case study shows tangibly quantifiable benefits.

The paper is useful for both practitioners and academics regarding perceived benefits of traceability in fish supply chains. The research provides initial insight into seafood companies' perspectives on the benefits of adopting RFID‐based traceability solutions. The paper suggests that the financial burden of implementing traceability may be borne by the processing firms, while gains are reaped by firms in the distribution business closer to the end consumer. This could provide a partial explanation as to why traceability has been slow to gain ground as a visible value‐adding marketing tool, and is mainly being driven by food safety regulations.

The article reports on the development of a collaborative learning method in two master’s level courses given as part of a logistics track within an international business degree programme. The method, termed the three‐way interaction method (3WIM), combines traditional case teaching and problem‐based learning through high intensity three‐way interaction between student groups. The method involves one group taking the role of problem‐solvers (presenters/consultants), another group taking the role of decision‐makers (company executives/board of directors), while the third group evaluates the performance of the other two groups (skill development/quality improvement). As usual in collaborative learning, the 3WIM is student‐driven, so the tutor takes on the role of a facilitator rather than the main disseminator of knowledge. Comparing the course evaluations of the previous approach to learning and the 3WIM, a statistically significant improvement was detected in satisfaction among students. What is more, the method solved other problems, such as increasing the intensity of the learning experience, reducing passenger tendencies and absences.

AT the time of writing (Autumn 1966), those who are concerned with technical college libraries stand at a very interesting stage in the development of those services. I was reminded of this fact the other day when I was lunching with one of the College Principals who had been concerned with the ATI Memorandum on College Libraries in 1937. (That, as you may know, was a very forward‐looking document and outlined objectives, not all of which have yet been attained.)

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

The purpose of this paper is to facilitate the successful adoption of traceability technologies, such as blockchain, into food supply chains and facilitate the understanding of the barriers and enablers to their uptake by channel members' needs so that appropriate enabling strategy can be put in place.

In this paper, an integrated framework involving five components was used as the methodology: (1) diffusion of innovation theory, (2) the innovation concept, (3) the business structure-conduct-performance paradigm, (4) legitimacy and (5) trust was developed and assessed for validity through interviewing 21 channel members, including distributors, wholesalers, Internet retailers and traditional retailers associated with a global fresh produce company's supply chain in China.

Barriers negatively framing channel members' attitudes and decisions included a perceived lack of need owing to fresh produce having a short shelf life and being of low value and risk. However, the importance of traceability and the need for effective food recalls were not always understood among channel members, and distributed trust innovations were also suppressed by their lack of compatibility with the Chinese hierarchical culture.

To date, channel members' perception of innovations in food supply chains has not been considered in light of the components proposed in the integrated framework. The adapted framework used in this study ensured a comprehensive assessment of channel members' attitude and motivations toward traceability practices.