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In advanced market economies, multinational companies have 4.0 concept for their international value chain. In this study, some of the distinguishing features of 4.0 are discussed as follows: smart products’ development which has location information; realisation of new business models such as using new services for employees in the workplace; individual differences in social infrastructure; sensitive new job structure; and better work–life balance. Low cost, rapid deployment, longevity, low maintenance costs, high quality of service to the application conditions, design of components and features of the platform and application of a low laborious platform-related monitoring with re-all design levels, are focussed on the launching properties. With this approach, it attracts ‘consensus’ phenomenon; and art market price changes of the street stock market movements are at risk from external factors, such as the ‘consensus’ which can manipulate and sign the market prices largely.

The European defence industry has changed considerably since the late 1980s. The end of the Cold War required the industry to undertake major restructuring, especially when governments, expecting to reap a “peace dividend,” drastically cut procurement spending. In the early 2000s this restructuring was also influenced by the new context of international security, even though defence budgets have started to increase again since 1998. The European defence industry could not expect to escape from a radical transformation, beyond the specific crisis engendered by the end of the Cold War.

A discussion of call center agent work selection preferences is presented in the context of what is referred to herein as the accept–avoid decision. In call centers where agents are given autonomy to select calls from a shared queue for work without a standard routing mechanism, it is likely that each agent uses a different set of criteria and has different preferences which influence their decision to accept a call or avoid it. In order to understand such preferences, simple heuristics are developed and implemented into an additive linear model as an example to estimate the derived utility an agent may receive from the decision to accept a call. The game theoretic implications of such decision making by a group or team of agents are also discussed to illustrate the dilemma of the universally avoided call, and how agents may compete for acceptance or avoidance of particular calls.

Purpose – Our purpose in this chapter is to argue for the importance of integrating reading and writing in classrooms and to provide examples of what integration of this nature looks like in classrooms across content areas and grade levels.Design/methodology/approach – In this chapter we provide an overview of the argument for reading–writing integration, highlight four common tools (skill decomposition, skill decontextualization, scaffolding, and authenticity) that teachers use to cope with complexity in literacy classrooms, and describe four classrooms in which teachers strive to integrate reading and writing in support of learning.Findings – We provide detailed examples and analyses of what the integration of reading and writing in the service of learning looks like in four different classroom contexts and focus particularly on how the four teachers use scaffolding and authenticity to cope with complexity and support their students’ literacy learning.Research limitations/implications – We intentionally highlight four noteworthy approaches to literacy instruction, but our examples are relevant to specific contexts and are not meant to encompass the range of promising practices in which teachers and students engage on a daily basis.Practical implications – In this chapter we provide classroom teachers with four concrete tools for coping with the complexities of literacy instruction in classroom settings and highlight what instruction of this nature – with an emphasis on scaffolding and authenticity – looks like in four different classroom contexts.Originality/value of chapter – Teachers and other educational stakeholders must acknowledge and embrace the complexities of learning to read and write, so that students have opportunities to engage in rich and authentic literacy practices in their classrooms.

This chapter will provide an overview of the lived experience and peer support context and draws on the origins of peer work in mental health arenas. The recovery movement will be discussed and peer support will be put in context as an alternative/adjunct/complimentary role to the predominant biomedical model. What is the role of peer support in mental health settings? What is it that a peer does on a day-to-day basis? What are the principles and practices that a person with lived experiences engages in to operationalise peer support? What are the outcomes associated with peer support working and what does peer work look like when it works well? What type of settings does the peer work in and what teams are they a part of? This chapter explores some of the challenges peers face when integrating into teams and organisations. The dominance of the biomedical model will be discussed and how this can potentially impact on the peer's role in these settings.

How can academic libraries unlock staff capacity for new initiatives as they transition their collections from print to digital? The following are four strategies for recapturing staff time as libraries adopt new formats while still supporting older ones at a smaller volume. First, librarians should employ strategic collection development that takes into consideration opportunities for efficiencies as they make the print to digital transition. Second, libraries should implement creative reorganizations in order to scale down print services and effectively manage new digital formats. Third, libraries should rightscale their infrastructure, that is, choose the appropriate level – local, consortial/regional, national, or global – where collection management activities should take place. Fourth, libraries, library software vendors, and publishers should develop purchasing and resource discovery infrastructures that harness shared data to enable network level electronic resource management.