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This chapter develops an asymptotic theory for a general transformation model with a time trend, stationary regressors, and unit root nonstationary regressors. This model extends that of Han (1987) to incorporate time trend and nonstationary regressors. When the transformation is specified as an identity function, the model reduces to the conventional cointegrating regression, possibly with a time trend and other stationary regressors, which has been studied in Phillips and Durlauf (1986) and Park and Phillips (1988, 1989). The limiting distributions of the extremum estimator of the transformation parameter and the plug-in estimators of other model parameters are found to critically depend upon the transformation function and the order of the time trend. Simulations demonstrate that the estimators perform well in finite samples.

This paper explores the transformation of international business models in the context of international ICT businesses where cloud computing has triggered a major paradigm change in the way software and hardware related services are offered to international customers.

Through comparative analysis of two cases, this paper examines the business model transformation processes in the cloud computing context.

The key challenges of the case companies were related to business model transformation as cloud computing was triggering a change in most of the business model elements.

There is a need to define the concept of business model in a way that suits the cloud and internationalization.

Today, businesses, organizations and governments attach great importance to digital transformation to meet the needs of their customers, business partners, and employees to adapt to the developing technology in recent years. Digital transformation, which is a challenging and mandatory process, has been and continues to be passed by institutions today. However, the successful management of this transformation without conflict can be realized by accurately detecting new communication technologies and examining, understanding, and implementing the transformation process in detail. This process will be painful, where radical changes will take place in the structure, processes, functions, and business models of the organization. Different challenges may be encountered in each of the startup, execution, and governance subprocesses examined in the digital transformation process. Many conflicts such as time and budget shortages, inadequate digital skills and lack of vision for digital customer processes, cybersecurity threats, human resource shortages, difficulty in managing technology, failure to achieve cloud structure integration, vision, and culture differences are the reasons why this process cannot be managed fluently and accurately. For businesses that focus on this goal, regardless of scale, digital transformation has become a necessity, not an alternative to choose. In this study, the digital transformation process and maturity model were discussed, and technological and digital conflicts were emphasized. It seeks to shed light on the work they will do by making recommendations for institutions to manage this process in the best way.

Increasing digitalization and the advent of Industry 4.0 were scrutinized on how these may influence SDG attainment in different levels. The digitalization of the business and operational models emerged as the newer source of attaining competitive advantage in the pre-COVID-19 context. The COVID-19 pandemic has undoubtedly added more complexities to the already prevailing VUCA context of sustaining the business and development agenda irrespective of their geographic or institutional affiliations. Businesses in different industries, particularly in the developing countries, had lower or no preparedness in most cases in dealing with such uncertainties arising from the pandemic. Business firms and governments started to revise and digitalize their business models at the enterprise and institutional levels. To be very precise, MNCs in the fast-moving consumer goods industry in Bangladesh restructured their business model, at least the supply chain part, through direct and indirect digitalization of their business models, partly developing cooperation with existing e-commerce platforms. Volatile, uncertain, complex, and ambiguous focused corporate leadership and strategy helped in halting drastic slipping on the SDG millstones for Bangladesh. Despite the prevalent COVID-19 context, Bangladesh graduated to the club of the developing countries by retaining eligibility position on the gross national income index, human assets index, and economic vulnerability index. This chapter attempts to establish theoretical structuration of the links between digitalization and transformation of the business models and handling the SDG challenges.

The present paper attempts to map the discursive relations between conflict and settlement as reflected in the realms of law and mediation during the second half of the 20th century, offering a 21st century model to combine the mediation drive to settle through reaching inter-subjective transformation with the legal drive to escalate and promote social conflict. Contemporary mediation, according to this model, should involve on the one hand “negotiating for justice,” according to the familiar models of problem solving and transformation, and on the other hand “fighting for law”: acknowledging the self-referential and ideological quality of conflicts, while emphasizing the pragmatic need to end them through an interpretive public act that involves value judgments.

This research explores how skill proficiencies are distributed between low-income and not-in low-income groups using the results of a highly complex survey of the information-processing skills of Canadians between the ages of 16 and 65. We find that having measures of skills enhances our understanding of the correlates of low income. Skills have an independent effect, even when controlling for other known correlates of low income, and their inclusion reduces the independent effect of education and immigrant status. This result is relevant for public policy development as the knowledge of the skills profile of the low-income population can inform the design of efficient and effective programmes.

Evaluating pain and discomfort in animals is difficult at best. Veterinarians believe however, that they can establish a proxy for estimating levels of pain and discomfort in canines by observing variations in their activity levels. Sufficient research has been conducted to justify this assertion, but little has been conducted to analyze the volumes of activity data collected. We present the first of a series of analyses aimed at ultimately presenting an effective predictive tool for canine pain and discomfort levels. In this chapter, we perform analyses on a dataset of normal (control) dogs, containing almost 3 million records. The forecasting analyses incorporated multiple polynomial regression models with transcendental transformations and ARIMA models to provide effective determination and prediction of baseline normal canine activity levels.