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This chapter investigates financial resilience of German local governments. The local governments included in this analysis challenged the applicability of the financial resilience concept by reporting no significant direct impact of the financial crisis during the last 10 years. This is also in line with more general observations suggesting that Germany weathered the financial crisis successfully and without the dramatic effects on its local governments that are observable in other countries. During semi-structured interviews with key administrative decision-makers, it turned out that the financial crisis impacted the local governments’ commercial tax revenues only in its aftermath, and respondents rather highlighted the refugee crisis in 2015 and sudden changes in the tax base caused by relocation, bankruptcy or economic turmoil as financial shocks. More general trends, for example, upper governmental levels devolving more service and administrative responsibility without sufficient compensation, and in particular long-term issues, that is, high debt levels magnifying effects of financial shocks, seem to challenge German local governments. Some cases included in this investigation seem reluctant to make conflict-laden, but necessary changes, and feel exposed to policies and regulations by upper governmental levels. This creates uncertainty and at times leaves them in a sense of helplessness and infeasibility of proper planning. However, the need for investing resources to build up internal capacities has already been pointed out. From a financial resilience perspective, this seems even more important in a context where relying on buffering was feasible, but might prove insufficient once other internal capacities are required to tackle local governments’ financial vulnerabilities.

The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of people; this is the focus of human resource development (HRD). It serves the needs of an organization by ensuring that employees’ expertise is state-of-the-art, something that is critical in a period of rapid technological development coinciding with ever-expanding societal needs. HRD can be relied upon to support and shape a wide range of academic library initiatives requiring a competent and engaged workforce by recognizing people as the organization’s most critical asset, one that drives competitive advantage and helps it out-perform the market. Emphasis is placed on developing an organizational context that will attract and develop talented individuals and leaders and keep them engaged. Furthermore, HRD activities must respond to job changes and integrate staff skills sets with the long-term plans and strategies of the organization thus ensuring the efficient and effective use of resources. This chapter explores HRD as a strategic concern of the organization and how it can best serve the organization in the long term. In so doing, it considers how HRD can help the academic library focus resources in those areas where there are strong likelihoods that they can produce substantial improvements in future capacity and performance. This kind of strategic planning helps the organization configure resources within a dynamic competitive environment, thus serving market needs and satisfying stakeholder expectations, helping meet its business purpose and maintain its strategic direction. The case study developed here highlights the need for the effective linkage of HRD and strategic planning for the advancement of the academic library. It suggests the need for developing and implementing both a strategic plan and an HRD plan and developing a culture of strategic human resource development (SHRD) in academic libraries.

Despite much rhetoric about the need to be strategic, HR professionals have often had difficulty in establishing themselves as credible contributors to organizational performances, facing a legitimacy issue in their relationship with line managers. Adopting a social cognitive theory framework, the present study explores the HR professionals’ perceptions and expectations of the changing roles that HR professionals and line managers could play in a near future scenario where a set of smart technologies will be applied to HRM.

The research design is based on a two-wave survey: it involves 53 HR professionals belonging to the HR department of the Italian branch of one of the biggest international consulting companies which is about to implement a wide digital transformation.

Preliminary findings prompt reflections into the role of digital practices in reshaping the relationship between the HR department and line managers, especially in consideration of the role of HR professionals’ technology readiness and tenure. They suggest that HR devolution is not a matter of “all or nothing,” but it requires different solutions, which also depend on the nature of the specific HR practice. From a managerial perspective, the chapter suggests the paramount importance of sustaining the digital mindset of the HR professionals and their professional image.

This chapter provides a comprehensive presentation and discussion of special education in Sweden. The presentation and discussion are tied deeply to the country’s general education system which incorporates social and political aspects as well as beliefs in equity for all.

The municipalities in Sweden have a large degree of independence as such special education can be organized in different ways. Yet, within each municipality’s educational structure is the common theme that students are different therefore teaching cannot be the same for everyone. The following chapter sections provide the reader with a better understanding of Sweden’s general special education system today: legislative acts that ensure equal access to education; the special education context; the history of special education and service in Sweden; the expansion of special education starting in the 1960s and early 1970s; current prevalence data; a clarification of differentiation, inclusion and categorization; teacher preparation advances; problems in schools and student’s difficulties; a description of inclusive education; and current challenges to inclusive education.

This chapter reviews and critiques the recent evolution of place-based entrepreneurship policy in the United Kingdom, in particular the governance of policies targeted at the regional level to promote economic development and competitiveness. The focus of the chapter is the evolution occurring from 1997, when the Labour government came to power, through to the period leading to the Conservative–Liberal Democrat coalition government, which came to power in 2010.

A review and critique of key academic and policy-based literature.

The chapter shows the way in which governance systems and policies aimed at stimulating entrepreneurship have permeated regional development policy at a number of levels in the United Kingdom. In general, the overarching themes of enterprise policy are similar across the regions, but the difference in governance arrangements demonstrates how emphasis and delivery varies.

Place-based enterprise policy needs long-term commitment, with interventions required to survive changes in approaches to governance if they are to prove effective; something which has been far from the case in recent years. Whilst the analysis is drawn from the case of the United Kingdom, the lessons with regard to the connection between regional modes of governance and effective policy implementation are ones that resonate across other nations that are similarly seeking to stimulate the development of entrepreneurial regions.

Evidence of ongoing disparities in regional economic development and competitiveness, linked to differences in regional business culture, suggest the continuance of market failure, whereby leading regions continue to attract resources and stimulate entrepreneurial opportunities at the expense of less competitive regions.

The time period covered by the chapter – 1997 onwards – forms an historic era with regard to changing regional governance and enterprise policy in the United Kingdom, with the emergence – and subsequent demise – of regional development agencies (RDAs) across English regions, as well as the introduction of regional governments in Scotland, Wales and Northern Ireland, which were handed certain powers for economic and enterprise development from the UK central government.

This chapter highlights aspects that are high on the agenda of the financing inclusive education debate: the need to re-think resource allocation mechanisms, the issue of empowerment, the way funding mechanisms support inclusive education, and the importance of appropriate governance and accountability mechanisms. It focuses on critical factors of financing that support the right to education, as outlined in Article 24 of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD) (United Nations, 2006), in a context of financial constraints and explores issues in the policy-practice gap in relation to both national- and European-level policy priorities and objectives. It draws on existing literature on modes of funding, on past research conducted by the European Agency and on the conceptual framework developed within a new European Agency study on current policy and practice in this field.

Remote communities often face a range of problems related to distance, service provision, high costs, and economic uncertainty. Many of these problems are structural and a direct result of their location on a periphery. In recent decades many remote settlements have looked to the tourism sector to supplement existing local economies. Numerous tools variously described in the literature as theories, models, and frameworks have been suggested as approaches for assisting local economies develop tourism. In searching for solutions, it is not unusual for researchers to advocate a standalone theory, model, or framework as a preferred approach. However, this method ignores the complexity of the real world and that solutions usually require a multidimensional approach based on combining various theoretical tools. This paper proposes an open architecture approach that utilizes a number of theories and models that can be selectively and collectively used to assist remote settlements develop a tourism sector. This approach was tested in Cooktown, Australia. One outcome was the identification of a range of deficiencies in the strategies currently used by the destination.