Overview of Polkadot and its Design Considerations

In this paper we describe the design components of the heterogenous multi-chain protocol Polkadot and explain how these components help Polkadot address some of the existing shortcomings of blockchain technologies. At present, a vast number of blockchain projects have been introduced and employed with various features that are not necessarily designed to work with each other. This makes it difficult for users to utilise a large number of applications on different blockchain projects. Moreover, with the increase in number of projects the security that each one is providing individually becomes weaker. Polkadot aims to provide a scalable and interoperable framework for multiple chains with pooled security that is achieved by the collection of components described in this paper

The Structure of Intra-Group Ties: Innovation in Taiwanese Business Groups

Business groups are a network form of multi-business firm that play central economic and technological roles in many emerging economies. We draw from the technology studies literature, complemented by concepts from studies of organizational networks, to investigate how equity, director, and operating ties between firms within groups shape their innovation opportunities. Technology studies suggest that such ties create both opportunities and constraints that influence innovative activity by affiliates and, in aggregate, by a group as a whole - opportunities that arise from access to information, people, money, and other resources, but also constraints that arise from entrenched relationships among different actors. The network literature, in turn, suggests that centrality and density of ties between firms within a group will shape the benefits and constraints. We find that the overall density and individual centrality of the three types of ties affects affiliate and group innovativeness among about 2,000 firms within 263 business groups in Taiwan between 1982 and 2000. Groups that offer affiliates focused access to financial resources and operating knowledge, coupled with autonomy from intra-group competition and strategic interference, often generate fertile opportunities for innovative activity by some of their members. The results also offer implications for multi-business firm innovativeness.

Agile Processes in Software Engineering and Extreme Programming – Workshops

This open access book constitutes papers from the 5 research workshops, the poster presentations, as well as two panel discussions which were presented at XP 2021, the 22nd International Conference on Agile Software Development, which was held online during June 14-18, 2021. XP is the premier agile software development conference combining research and practice. It is a unique forum where agile researchers, practitioners, thought leaders, coaches, and trainers get together to present and discuss their most recent innovations, research results, experiences, concerns, challenges, and trends. XP conferences provide an informal environment to learn and trigger discussions and welcome both people new to agile and seasoned agile practitioners. The 18 papers included in this volume were carefully reviewed and selected from overall 37 submissions. They stem from the following workshops: 3rd International Workshop on Agile Transformation 9th International Workshop on Large-Scale Agile Development 1st International Workshop on Agile Sustainability 4th International Workshop on Software-Intensive Business 2nd International Workshop on Agility with Microservices Programmin

Co-operative and Alternative Finance for Agricultural/Food Communities : European Developments

Publisher PD

Local Food Policy & Consumer Food Cooperatives: Evolutionary Case Studies

Darwin’s theory of natural selection has played a central role in the development of the biological sciences, but evolution can also explain change in human culture. Institutions, mechanisms that govern behavior and social order, are important subjects of cultural evolution. Institutions can help stabilize cooperation, defined as behavior that benefits others, often at a personal cost. Cooperation is important for solving social dilemmas, scenarios in which the interests of the individual conflict with those of the group. A number of mechanisms by which institutions evolve to support cooperation have been identified, yet theoretical models of institutional change have rarely been applied to local food institutions, which may be sustained by cooperation. This thesis poses the general question, how do local food institutions and organizations evolve? Chapter one uses a macro-evolutionary framework to explore the emergence and spread of two local food policies over time and space. First, I demonstrate how the rapid proliferation of cottage food laws in the U.S. is consistent with positive selection pressure at the individual, group, and state levels. Second, I illustrate how social learning and group transmission played a key role in the spread and diffusion of a municipal food sovereignty ordinance in Maine, ultimately changing selection pressure at the state level and amplifying town-level adoption. Finally, I offer concluding thoughts about the application of this framework to similar cases, including the propagation of single-use plastic bag bans. Chapter two serves as a micro-evolutionary analysis of organizational change in food buying clubs, small organizations which use collective purchasing power to obtain bulk quantities of organic, local, and specialty foods. Since these groups require cooperation from members through order-sharing and shared work tasks, I hypothesize that successful clubs possess traits which allow them to sustain cooperation and overcome social dilemmas. I predict that club members will be cooperative toward their groups, and that successful clubs will exercise generalized reciprocity and adopt rules to stabilize cooperation. Data from online surveys, experimental economic games, and phone interviews were analyzed using mixed methods to identify patterns of cooperation in groups. My results provide general support for my hypothesis that successful clubs have adaptations suited to overcome challenges. Specifically, I find that 1) buying club members are especially cooperative toward their groups when compared to other populations, 2) clubs exercise reciprocity in order-sharing, 3) reciprocity itself may not be a group adaptation, but group size is sufficient to support reciprocity in clubs, and 4) the adoption of rules is likely a key factor in club success and longevity. Finally, I offer practical advice for buying club management and operation

ADAPTING THROUGH ORGANIZATIONAL CHANGE IN CAPITAL PROJECTS ORGANIZATIONS

Organizational change can be defined as an alteration of a core aspect of an organization’s operation, structure, or culture. Previous research on organizational change mainly has focused on different types of technical changes, such as alternative project delivery methods and strategies to adopt the design-build approach successfully. Also, previous studies have focused on the project level changes instead of organizational level responses. Here I show using a proposed change model and performing thematic, and analysis, that there exist common responses, and challenges across different types of capital projects organizations studied. The results show that responses to change will differ as a function of the type of change, and the organization’s capabilities and resources. Furthermore, when performing organizational changes, the impact on “people” within the organization should be closely studied and monitored, while taking into account other challenges that might impact the organization. For drivers of change, the main themes were related to Market shift. Clients/owners’ needs, and Sustainability. On the other hand, the organizational responses’ main themes were related to Restructuring, Communication, Partnerships, Training, Recruitment, Internal capabilities, organizational design, and supportive leadership. While for challenges, the main themes were mainly related to Resistance to change, the nature of the industry, and retaining the workforce. One of the major challenges faced during the research was motivating the organizations to participate. Various organizations showed interest and then decided not to join, while others that participated had to review their responses multiple times, and were concerned about revealing their “Trade secrets”. Future work should build on this effort and consider the responses and analyze them as a function of types of change, Moreover, future research should consider asking the interviewees to “weight” the responses to avoid wrong conclusions due to the low number of in-text mentions. This research will help capital project organizations to be aware of the main areas of concern during the journey of change and help them to learn from previous experiences from other organizations

From Ideas to Practice, Pilots to Strategy: Practical Solutions and Actionable Insights on How to Do Impact Investing

This report is the second publication in the World Economic Forum's Mainstreaming Impact Investing Initiative. The report takes a deeper look at why and how asset owners began to include impact investing in their portfolios and continue to do so today, and how they overcame operational and cultural constraints affecting capital flow. Given that impact investing expertise is spread among dozens if not hundreds of practitioners and academics, the report is a curation of some -- but certainly not all -- of those leading voices. The 15 articles are meant to provide investors, intermediaries and policy-makers with actionable insights on how to incorporate impact investing into their work.The report's goals are to show how mainstream investors and intermediaries have overcome the challenges in the impact investment sector, and to democratize the insights and expertise for anyone and everyone interested in the field. Divided into four main sections, the report contains lessons learned from practitioner's experience, and showcases best practices, organizational structures and innovative instruments that asset owners, asset managers, financial institutions and impact investors have successfully implemented

Development and selection of operational management strategies to achieve policy objectives

Since the reform of the EU Common Fisheries Policy in 2002, effort has been devoted to addressing the governance, scientific, social and economic issues required to introduce an ecosystem approach to fisheries management (EAFM) in Europe. Fisheries management needs to support the three pillars of sustainability (ecological, social and economic) and Fisheries Ecosystem Plans (FEPs) have been developed as a tool to assist managers considering the ecological, social and economic implications of their decision. Building upon previous studies (e.g. the FP5-funded European Fisheries Ecosystem Plan project), the core concept of the Making the European Fisheries Ecosystem Plan Operational (MEFEPO) project is to deliver operational frameworks (FEPs) for three regional seas. The project focus is on how best to make current institutional frameworks responsive to an EAFM at regional and pan-European levels in accordance with the principles of good governance. The regional seas selected for the project are the North Sea (NS), North Western Waters (NWW) and South Western Waters (SWW) RAC regions. The aim of this work package (WP5) was to develop operational objectives to achieve the ecological objectives identified for the 3 regional seas in WP2. This report describes the development and implementation of a transparent and formal process that should lead to identification of the “best” operational management strategies for an EAFM, based on sound scientific information and stakeholder involvement (e.g. regional industry groups, citizen groups, managers and other interest groups)

International Governance of Civilian AI: A Jurisdictional Certification Approach

This report describes trade-offs in the design of international governance arrangements for civilian artificial intelligence (AI) and presents one approach in detail. This approach represents the extension of a standards, licensing, and liability regime to the global level. We propose that states establish an International AI Organization (IAIO) to certify state jurisdictions (not firms or AI projects) for compliance with international oversight standards. States can give force to these international standards by adopting regulations prohibiting the import of goods whose supply chains embody AI from non-IAIO-certified jurisdictions. This borrows attributes from models of existing international organizations, such as the International Civilian Aviation Organization (ICAO), the International Maritime Organization (IMO), and the Financial Action Task Force (FATF). States can also adopt multilateral controls on the export of AI product inputs, such as specialized hardware, to non-certified jurisdictions. Indeed, both the import and export standards could be required for certification. As international actors reach consensus on risks of and minimum standards for advanced AI, a jurisdictional certification regime could mitigate a broad range of potential harms, including threats to public safety