Is there any difference in the impact of economic policy uncertainty on the investment of traditional and renewable energy enterprises? – A comparative study based on regulatory effects

Purpose: This study analyzes the impact of the COVID-19 pandemic on the consumption of locally produced food. In particular, it examines an extended model of the theory of planned behavior, with the addition of the perceived risk of becoming infected with the disease, locavorism and internal locus of control. Design/methodology/approach: The study employs data collected from an online panel of consumers from the five largest cities in Spain (n = 1,000). It uses partial least squares structural equation modeling (PLS-SEM) to test and validate the proposed theoretical model. Findings: The results indicate that the perceived risk of COVID-19 drives consumers to embrace locavorism more and, although locavorism is a strong predictor of attitude, internal locus of control also has a strong impact on attitude and switching intentions. Subjective norm and attitude are strong predictors of switching intentions and purchase intentions, and switching intentions also have a powerful impact on purchase intentions. Originality/value: This study extends previous research on locally produced food consumption in that it has proposed and tested a new conceptual model with the inclusion of the perceived risk of COVID-19, locavorism, internal locus of control and switching intentions, which were found to have an influence on purchasing behavior. © 2021, Ramon Palau-Saumell, Jorge Matute, Belen Derqui and Jan-Hinrich Meyer.

The impact of the perceived risk of COVID-19 on consumers' attitude and behavior toward locally produced food

Sustainability startups and where to find them: Investigating the share of sustainability startups across entrepreneurial ecosystems and the causal drivers of differences

Preparing today’s undergraduate students from science, technology, engineering, and math (STEM) and related health professions to solve wide-sweeping healthcare challenges is critical. Moreover, it is imperative that educators help students develop the capabilities needed to meet those challenges, including problem solving, collaboration, and an ability to work with rapidly evolving technologies. We piloted a multidisciplinary education (ME) course aimed at filling this gap, and subsequently assessed whether or not students identified achieving the course objectives. In the course, undergraduate students from engineering, pre-nursing (students not yet admitted to the nursing program), and pre-professional health (e.g., pre-med and pre-physician’s assistant) were grouped based on their diversity of background, major, and StrengthsFinder® proficiencies in a MakerSpace to create tangible solutions to health-related problems facing the community. We then used qualitative content analysis to assess the research question: what is the impact of undergraduate multidisciplinary education offered in a MakerSpace on student attitudes towards and perceptions of skills required in their own as well as others occupations? We discovered these students were able to identify and learn capabilities that will be critical in their future work. For example, students appreciated the challenging problems they encountered and the ability to meet demands using cutting-edge technologies including 3D printers. Moreover, they learned the value of working in a multidisciplinary group. We expected some of these findings, such as an increased ability to work in teams. However, some themes were unexpected, including students explicitly appreciating the method of teaching that focused on experiential student learning through faculty mentoring. These findings can be used to guide additional research. Moreover, offering a variety of these courses is a necessary step to prepare students for the current and future workforce. Finally, these classes should include a focus on intentional team creation with the goal of allowing students to solve challenging real-world problems through ethical reasoning and collaboration.

/pdf/student-learning-outcomes-from-a-pilot-medical-innovations-3hnt907bod.pdf

Student learning outcomes from a pilot medical innovations course with nursing, engineering, and biology undergraduate students

Top management team characteristics, technological innovation and firm's greenwashing: Evidence from China's heavy-polluting industries

https://findresearcher.sdu.dk:8443/ws/files/144430673/BH_Innovation_VUCA_Revised_Preprint.pdf

Strategic decisions in turbulent times: lessons from the energy industry

Firms around the world are eager to replicate the successes of enterprises that have established innovation labs in California's Silicon Valley. An analysis of four leading US companies that have set up idea incubators in the Valley—Xerox, Apple, Google, and Cisco—point to eight factors for success in establishing an innovative environment: carefully considering the decision to set up such a center, hiring the right people, designing a framework for effective output, creating a buffer from bureaucratic distractions, securing a leader to champion the effort, focusing on business outcomes, fostering disruptive over incremental innovation, and being patient. Regardless of where an innovation hub is established, the key to success lies in hiring creative, intrinsically motivated staff and then giving them the freedom to do what they do best. © 2016 Wiley Periodicals, Inc.

Innovation Hub How-To: Lessons From Silicon Valley

Innovation hubs are gaining high attention in recent years, especially from European companies. Silicon Valley has been deemed as one of the most attractive and successful environments for establishing innovation hubs. This article highlights examples of companies from Europe that made the step to California—namely, Volkswagen, Swisscom, BMW, Axel Springer, Munich Re, and Innogy SE (RWE Group). Based on these companies’ experiences, recommendations are given on how companies might approach a setup in Silicon Valley for long-term success. © 2016 Wiley Periodicals, Inc.

Why Do European Companies Have Innovation Hubs in Silicon Valley—Best Practice Examples and Key Takeaways

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Strategic decisions in turbulent times: lessons from the energy industry

Innovation Hub How-To: Lessons From Silicon Valley

Why Do European Companies Have Innovation Hubs in Silicon Valley—Best Practice Examples and Key Takeaways