Institutional Insecurity

Already the world's second biggest energy consumer, China is presently on track to become the world's largest user of energy by the year 2030. This phenomenon has kindled a profusion of literature to address how China will meet this demand and the affect it will have on global energy security. Current analyses overwhelmingly focus on the notion that energy security is based on the assurance of reliable energy supply at a reasonable price, invoking a disproportionate emphasis on the security of China's oil supply. This is largely a result of the psychological elements arising from the uncertainty of guaranteed oil supplies for China. In reality, however, oil imports are merely one dimension of China's energy security concerns and not even the most important. Far less attention has been given to the more obscure though imperative factor of China's domestic energy institutions and their role in meeting the country's energy security challenges both at home and abroad

Design Concept for a Failover Mechanism in Distributed SDN Controllers

Software defined networking allows the separation of the control plane and data plane in networking. It provides scalability, programmability, and centralized control. It will use these traits to reach ubiquitous connectivity. Like all concepts software defined networking does not offer these advantages without a cost. By utilizing a centralized controller, a single point of failure is created. To address this issue, this paper proposes a distributed controller failover. This failover will provide a mechanism for recovery when controllers are not located in the same location. This failover mechanism is based on number of hops from orphan nodes to the controller in addition to the link connection. This mechanism was simulated in Long Term Evolution telecommunications architecture

Intellectual capital as a strategic tool for organising social services: a qualitative analysis of the Australian non-profit sector

The organisation and delivery of social services have been profoundly affected by the 'new public management' agenda of governments. Social service non-profit organisations (SSNPOs) have had little choice but to respond to commercial imperatives which may compromise the principle of investing in human and social concerns. This paper analyses the usefulness of intellectual capital (IC) - organisational resources contributing to knowledge, information, intellectual property, and human skills and experience - in addressing the conflicts between commercial and social objectives. On the basis of data gathered from in-depth interviews with 35 non-profit managers across 22 large Australian SSNPOs, the analysis confirms that IC assists SSNPOs in managing the social-commercial divide. However, the data also revealed that managers' understandings of the IC concept were often different to those contained in the IC literature. This paper contributes to the social services management debate by, first, arguing that IC can be utilised as a non-profit strategic management conceptual framework. Second, it highlights slippages in the meaning and significance of IC. Third, it prescribes ways the concept may be utilised more effectively in SSNPO practice