Lessons learned from the case of the Californian ZEV Mandate: From a 'technology-forcing' to a 'market-driven' regulation

In this paper, we investigate how Californian regulatory authorities and the principal stakeholders that have contributed to the design of the ZEV Mandate have dealt with this complex task. In the first three sections we present, in three stages, the evolution of the ZEV Mandate from its inception to the most recent developments, trying to reconstruct the debate that surrounded this evolution. We present some conclusions in the final section. Given the constructivist approach we adopt in this paper, our contribution can only be modest. No definitive, consensual and ready-to-apply lessons can be drawn from such a controversial case. However, the Californian example, particularly because of its excesses in various regards, offers valuable inputs to draw a line around technology-forcing regulations, stressing the major pitfalls of the regulatory design process. Moreover, this case has proved especially powerful in raising lively debates among the various communities of stakeholders involved to a greater or lesser extent in alternative vehicles and more generally in environmental regulations. We claim that these types of debate are nothing less than the very first stage of the design and evaluation of an “effective” regulation.Regulation Environment Innovation Strategic behaviors Electric vehicle

Global innovation index 2020: who will finance innovation?

The Global Innovation Index 2020 provides detailed metrics about the innovation performance of 131 countries and economies around the world. Its 80 indicators explore a broad vision of innovation, including political environment, education, infrastructure and business sophistication. The 2020 edition sheds light on the state of innovation financing by investigating the evolution of financing mechanisms for entrepreneurs and other innovators, and by pointing to progress and remaining challenges – including in the context of the economic slowdown induced by the coronavirus disease (COVID-19) crisis

A Stewardship Cost Perspective on the Governance of Delegation Relationships:The Case of Social Franchising

We explore how nonprofits can effectively govern delegation relationships. We extend stewardship theory by conceptualizing stewardship costs—costs in delegation relationships based on stewardship behavior. As stewards are theorized as other-regarding, self-actualizing, and intrinsically motivated, so far, literature almost exclusively points to the positive performance potential of stewardship behavior. Addressing this shortcoming, we develop propositions showing how stewardship selection costs rooted in the psychological characteristics of stewardship behavior and stewardship management costs rooted in situational factors of stewardship behavior occur during relationship formation and maintenance, and how they counteract the potential to increase performance. We identify and systematize opportunity costs of delayed growth, limited growth potential, and lost standardization gains, as well as increased selection and management costs. To demonstrate the theoretical potential and empirical relevance of our framework, we illustrate our arguments by referring to social franchising, a scaling strategy considered relevant for nonprofits as well as social enterprises

Meaning Transforms Money: How Job Satisfaction Affects Consumers' Perception and Use of Their Earnings

We propose that differences in consumers' handling of money can be partly attributed to how consumers earn it: across four studies, we show that consumers' satisfaction with their job imbues the money with greater intrinsic value, thereby changing how they perceive and use their paycheck

PREPARING LIS PROFESSIONALS FOR GLOBAL KNOWLEDGE PROCESS OUTSOURCING

Introduction. Globalization due to the growth of the Internet and global communication infrastructure has made it possible for many services to be provided from remote locations, independent of the location of service providers. A large number of organizations have started outsourcing high-end knowledge-intensive services to external agencies and professionals, in a practice called knowledge process outsourcing (KPO). There is a shortage of talent able to provide the breadth of KPO services, particularly professionals trained to find and process information efficiently. This paper explores the issues and challenges involved for LIS professionals to break into the KPO market, and the strategies that LIS associations and LIS schools can take to facilitate this. Method. Two faculty members of an I-school, a special librarian at a private business school and a knowledge management specialist at a law firm in Singapore collaborated to deliberate on the extent and potential of the KPO market, the kind of services and skills that will be in demand for KPO, and the issues and barriers to address. Conclusion. LIS professionals are expected to do well in KPO in areas involving searching for information, packaging information, combining information from multiple sources, carrying out data collection and analysis, preparing research reports, providing information-related services, carrying out information and knowledge audits, constructing taxonomies and metadata, designing digital libraries and institutional repositories, and providing training. Challenges expected to be faced include mindset of librarians, personal work issues, and librarian's lack of certain soft skills, domain/industry knowledge, experience of the corporate environment, and an understanding of ethical and information security issues. A collaborative effort between LIS schools across the region, LIS associations and industry partners seems to be a good strategy to address the issues and realize the potential of KPO