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Family planning is a vital component of reproductive health that enables individuals to make informed decisions about their fertility and plan for the timing and spacing of their pregnancies. However, marginalized communities, often face significant barriers to accessing family planning information and services, resulting in higher rates of unintended pregnancies and poor reproductive health outcomes. This chapter summarizes the current state of knowledge about knowledge related to family planning among marginalized communities, including the factors that shape knowledge, the implications for reproductive health outcomes, and the strategies for improving knowledge and access to family planning information and services. The review highlights the need for continued research, advocacy, and policy development to ensure equitable access to family planning information and services for all individuals, regardless of their demographic characteristics.

The purpose of this paper is to describe how demand planning can increase agility in supply chains. The paper builds on a case study from mobile infrastructure industry with explicit focus on project business environment.

The paper contains a short theoretical review on supply chain agility, different planning and forecasting concepts and explores the linkages between them. Empiric evidence is collected from Nokia Networks as a case study. Main lessons are primarily taken from integrated project management program that is to implement a truly customer‐focused delivery process in the case company.

Suppliers should pay more attention on effectively utilizing customer's project plans for aligning their supply chain. Supply chain agility does not just happen but requires continuous planning.

Common project planning is the most natural way for customers to share future demand information between the supply chain players. Instead separate and often laborious demand forecasting process, suppliers should utilize customer's project plans in building agility in their supply chains.

Focuses on the importance of the ability to adapt to rapid and unexpected changes and asserts that a continuous, customer driven planning process is a pre‐requirement for being agile in supply chains.

This study aims to provide an understanding of the multi-layered managerial and organizational challenges of mega sporting events such as the Olympic and Paralympic Games, identify key competencies that address the complexities and uncertainties when planning and organizing the Olympic and Paralympic Games and provide a framework to classify sporting events according to their complexity and uncertainty.

This study uses in-depth semi-structured interview with key organizing actor of the Olympic and Paralympic Games in Rio in 2016.

Planning and organizing complex and long-term mega sporting events such as the Olympic and Paralympic Games require a set of key competencies, including a range of soft skills (collaboration, negotiation, communication), goal-setting, persistence and resilience, paradox thinking and timing.

Presenting the findings in an unedited and raw interview format provides practitioners and scholars alike with unfiltered and rich data that allows to choose, apply and adapt key competencies and heuristics from Rio 2016 to their own mega sporting projects or research agendas; allows to differentiate between sporting events according to their complexity and uncertainty.

Practical and useful guidance is given to those undertaking management research; and advice is given on how to manage the practicalities of the research project. Particular emphasis is placed on applied and action research culminating in implementation of findings within an organisational setting. A description of the aims of management research is followed by advice on the selection of a research subject and the importance of the planning stage. Details of the processes involved in gathering the relevant information; its careful analysis; and the presentation of the findings in a readable, structured and coherent form are presented. Finally, suggestions on how to implement the research findings within an organisation are offered, as well as advice on the publication of results.

This study aims to explore and empirically test variables influencing material delivery schedule inaccuracies?

A mixed-method case approach is applied. Explanatory variables are identified from the literature and explored in a qualitative analysis at an automotive original equipment manufacturer. Using logistic regression and random forest classification models, quantitative data (historical schedule transactions and internal data) enables the testing of the predictive difference of variables under various planning horizons and inaccuracy levels.

The effects on delivery schedule inaccuracies are contingent on a decoupling point, and a variable may have a combined amplifying (complexity generating) and stabilizing (complexity absorbing) moderating effect. Product complexity variables are significant regardless of the time horizon, and the item’s order life cycle is a significant variable with predictive differences that vary. Decoupling management is identified as a mechanism for generating complexity absorption capabilities contributing to delivery schedule accuracy.

The findings provide guidelines for exploring and finding patterns in specific variables to improve material delivery schedule inaccuracies and input into predictive forecasting models.

The findings contribute to explaining material delivery schedule variations, identifying potential root causes and moderators, empirically testing and validating effects and conceptualizing features that cause and moderate inaccuracies in relation to decoupling management and complexity theory literature?

The aim of this paper is to describe teachers’ professional development in Lesson Study (LS) as processes situated in Semiosphere and generated by the unevenness due to different cultural traditions. The authors characterise teachers’ professional development in two LS experiments as processes generating new knowledge to point out their products, i.e. new professional frame teachers produce after these experiments. The authors use Hybridization, a particular form of Networking of Theories (NWT).

The authors collected video-registration of several Italian LS meetings. The authors analyse two LSs, where time emerged as a conflictual aspect. Through Hybridization components, the authors show how teachers make sense of LS and how teachers revise their professional frame.

In NWT different theories are deployed to study the same problem. To grasp the issue of unevenness in our LS, we use Hybridization of a Theory, a form of NWT characterised by a structural asymmetry. It is given when a construct c is introduced coherently, operatively and productively into a theory T, obtaining a hybridized theory T'.

Hybridization lens allows to describe potentialities and limits of LS as a tool for teachers’ development. The two analysed LS are different: in one of them Hybridization process produced a new theory T', whilst in the second one it was limited to the awareness of a gap between LS and initial teachers’ professional frame.

Identifying links between different Hybridization components is a helpful tool for teacher educators/researchers to foster the shift from one another. For instance, through this tool, teacher educators could keep track of what happens in successive LS and mirror the dialogue between teachers, moving towards group-shared metareflections. This initiates the advancement of a new theory T', where asymmetries are interpreted.

In this approach teachers are protagonists of the construction of a new professional frame. LS is a tool for teachers’ professional development, allowing teachers to question their own educational intentionalities. Hybridization components provide a tool to analyse such a process.

This article focuses on the very sweeping changes which have affected the process of strategic planning since 1974. It describes why these changes came about, what they are, why they nearly led to a rejection of the whole concept of planning, and how management is now coping with them.

This article pinpoints 1974 as the watershed of the planning process in companies. Old methods of planning were discarded and new ones needed to be found as discontinuities rocked the business environment.