Temporal and spatial distribution and abundance of flathead sole (Hippoglossoides elassodon) eggs and larvae in the western Gulf of Alaska

Data from ichthyoplankton surveys conducted in 1972 and from 1977 to 1999 (no data were collected in 1980) by the Alaska Fisheries Science Center (NOAA, NMFS) in the western Gulf of Alaska were used to examine the timing of spawning, geographic distribution and abundance, and the vertical distribution of eggs and larvae of flathead sole (Hippoglossoides elassodon). In the western Gulf of Alaska, flathead sole spawning began in early April and peaked from early to mid-May on the continental shelf. It progressed in a southwesterly direction along the Alaska Peninsula where three main areas of flathead sole spawning were indentified: near the Kenai Peninsula, in Shelikof Strait, and between the Shumagin Islands and Unimak Island. Flathead sole eggs are pelagic, and their depth distribution may be a function of their developmental stage. Data from MOCNESS tows indicated that eggs sink near time of hatching and the larvae rise to the surface to feed. The geographic distribution of larvae followed a pattern similar to the distribution of eggs, only it shifted about one month later. Larval abundance peaked from early to mid-June in the southern portion of Shelikof Strait. Biological and environmental factors may help to retain flathead sole larvae on the continental shelf near their juvenile nursery areas

Frequency-based brain networks: From a multiplex framework to a full multilayer description

We explore how to study dynamical interactions between brain regions using functional multilayer networks whose layers represent the different frequency bands at which a brain operates. Specifically, we investigate the consequences of considering the brain as a multilayer network in which all brain regions can interact with each other at different frequency bands, instead of as a multiplex network, in which interactions between different frequency bands are only allowed within each brain region and not between them. We study the second smallest eigenvalue of the combinatorial supra-Laplacian matrix of the multilayer network in detail, and we thereby show that the heterogeneity of interlayer edges and, especially, the fraction of missing edges crucially modify the spectral properties of the multilayer network. We illustrate our results with both synthetic network models and real data sets obtained from resting state magnetoencephalography. Our work demonstrates an important issue in the construction of frequency-based multilayer brain networks.Comment: 13 pages, 8 figure

Strategic corporate social responsibility in tourism and hospitality

Tourism businesses engage in strategic corporate social responsibility (CSR) when they integrate responsible behaviours in their operational practices (Camilleri, 2015, 2019a; Carroll & Shabana, 2010; Porter &Kramer, 2006, 2011; Van Marrewijk, 2003; Vogel, 2005). Strategic CSR activities may usually improve their bottom line, whilst taking into account their legitimate stakeholders' interests (Garay & Font, 2012;Kang, Lee, & Huh, 2010). For instance, various hotels and restaurants are increasingly communicating about their business activities that are having an effect on their stakeholders, including their employees, patrons, guests, suppliers, local communities, the environment, regulatory authorities and the community at large. Their non-financial reports(CSR reports, sustainability reports, or integrated reports) can identify the operational practices that are satisfying their stakeholders' expectations (Inoue & Lee, 2011; Lantos, 2001). The hospitality businesses' strategic CSR behaviours can improve their employees' working conditions, as they provide: decent employment to locals and migrant workers, health and safety in their workplace environments, adequate compensation and recognition of all employees, ongoing training and development opportunities, work-life balance, and the like (Camilleri, 2016). More-over, they may address the environmental issues by: offering local, fresh, and sustainable food to their patrons; engaging in circular economy behaviours, reducing food waste; decreasing energy consumption, reducing the carbon footprint, and greenhouse emissions; using eco-responsible products, et cetera (Camilleri, 2019a, 2019b). Various hotel chains are stepping in their commitment for sustainability issues as they set their own policies to implement strategic CSR practices (Falck & Heblich, 2007; Garay & Font, 2012). Very often, they rely on the non-governmental organisations' regulatory instruments and tools like the Global Reporting Initiative's process and performance-oriented standards, or they align their practices with the Integrated Reporting framework (Camilleri, 2018).Many companies are increasingly recognising that there is a business case for CSR (Carroll & Shabana, 2010; Porter & Kramer, 2006).Their motivation behind their engagement in strategic CSR practices is to increase their profits and to create value to society(Camilleri, 2017; Lantos, 2001). However, the extant academic literature has yielded different findings on the relationships between the corporate social performance and their financial performance (Bird,Hall, Momentè, & Reggiani, 2007; Inoue & Lee, 2011; Kanget al., 2010; Kim & Pennington-Gray, 2017; Lee, Kim, & Ham, 2018;Orlitzky, Schmidt, & Rynes, 2003; Wang, 2014; Youn, Hua, &Lee, 2015). Relevant research has shown that companies did well by doing good (Falck & Heblich, 2007; Porter & Kramer, 2011). The businesses' laudable activities can help them build a positive brand image and reputation (Rhou, Singal, & Koh, 2016). Hence, there is scope for the hospitality businesses to communicate their CSR behaviours to their stakeholders. Their financial performance relies on the stake-holders' awareness of their social and environmental responsibility(Camilleri, 2016). Currently, there are still a few contributions, albeit a few exceptions, that have focused on strategic CSR practices within the hospitality industry. Therefore, this special issue will include but is not limited to the following topics:• Destination branding through sustainability marketing;• Ethical issues in hospitality;• Global issues, climate change, and the environmental awareness of hospitality businesses;• Mobilities and sustainable tourism destinations;• Policies and regulatory instruments on sustainable and responsible tourism; Responsible procurement practices within the hospitality industry;• Stakeholder engagement within the hospitality industry;• Strategic practices in agri-/eco- tourism;• Strategic practices for sustainable tourism;• Sustainability marketing;• Sustainability and mass destinations;• Sustainable and responsible tourism destinations;• The business case for responsible and sustainable tourism;• The circular economy and the hospitality industry;• The communication of responsible and sustainable tourism practices;• The consumer awareness of responsible and sustainable tourism products;• The corporate citizenship and sustainable practices of hospitality businesses;• The environmental, social and governance (ESG) disclosures of hospitality businesses;• The marketing of sustainable destinations;• The planning and organisation of CSR activities of hospitality businesses;• The promotion of socially/environmentally responsible practices of hospitality businesses;• The promotion of the eco-tourism and sustainable practices;• The provision of education and training on responsible and sustain-able tourism practices;• The responsible corporate governance of hospitality businesses;• The responsible supply chain of hotels and restaurants;• The sustainability of niche tourism markets;• The use of eco labels by hospitality businesses;• The use of technologies to promote responsible and sustainable practices.peer-reviewe