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Covers various themes related to Europe's existing and future dam projects: dams and reservoirs for hydropower in Europe; dams and reservoirs for climate change adaptation in Europe; impact mitigation of dams and reservoirs in Europe; and how to deal with ageing dams in Europe.

Field research and laboratory experiments suggest that, under certain circumstances, people using group support systems (GSS) can be significantly more productive than people who do not use them. Yet, despite their demonstrated potential, GSS have been slow to diffuse across organizations. Drawing on the Technology Transition Model, the paper argues that the high conceptual load of GSS (i.e., understanding of the intended effect of GSS functionality) encourages organizations to employ expert facilitators to wield the technology on behalf of others. Economic and political factors mitigate against facilitators remaining long term in GSS facilities that focus on supporting nonroutine, ad hoc projects. This especially hampers scaling GSS technology to support distributed collaboration. An alternative and sustainable way for organizations to derive value from GSS lies in an approach called \"collaboration engineering\": the development of repeatable collaborative processes that are conducted by practitioners themselves. To enable the development of such processes, this paper proposes the thinkLet concept, a codified packet of facilitation skill that can be applied by practitioners to achieve predictable, repeatable patterns of collaboration, such as divergence or convergence.A thinkLet specifies the facilitator'schoices and actions in terms of the GSS tool used, the configuration of this tool, and scripted prompts to accomplish a pattern of collaboration in a group. Using thinkLets as building blocks, facilitators can develop and transfer repeatable collaborative processes to practitioners. Given the limited availability of expert facilitators, collaboration engineering with thinkLets may become a sine qua non for organizations to effectively support virtual work teams.

We study the phenomenon of business ecosystems in which platform firms orchestrate the functioning of ecosystems by providing platforms and setting the rules for participation by complementor firms. We develop a theoretical framework to explain how the structural and evolutionary features of the ecosystem may shape the extent to which participating complementor firms can sustain their superior performance. The structural feature, which we refer to as ecosystem complexity, is a function of the number of unique components or subsystems that interact with the complementor’s product. We incorporate the evolutionary features by considering the role of generational transitions initiated by platform firms over time as well as the role of complementors’ ecosystem-specific experience. Evidence from Apple’s iOS and Google’s Android smartphone ecosystems supports our arguments that higher ecosystem complexity helps app developers sustain their superior performance, and that this effect is stronger for more experienced firms. In contrast, platform transitions initiated by Apple and Google make it more difficult for app developers to sustain their performance superiority, and that this effect is exacerbated by the extent of ecosystem complexity. The study offers a novel account of how the performance of complementor firms in platform-based business ecosystems may be shaped by their ecosystem-level interdependencies.

There are several thousand group support systems (GSS) installations worldwide, and, while that number is growing, GSS has not yet achieved critical mass. One reason may be that it can take one to three years for an organization to complete a transition to GSS. Studying GSS transition in the field could yield insights that would allow for faster, lower-risk transitions elsewhere. This article presents a thirty-twomonth qualitative field investigation of an effort to introduce GSS into the daily work of the staffofthe U.S. Navy's Commander, Third Fleet. Using the principles of action research, the project began with interventions based on the precepts ofthe Technology Acceptance Model (TAM). The goal of the interventions was to engender sufficient acceptance for GSS to create a self-sustaining, growing community of GSS users. Throughout the study, building on a base of experience developed in other privateand public-sector transition projects, we revised and extended TAM based on insights that emerged in the field. The resulting model, the Technology Transition Model (TIM), frames acceptance as a multiplicative function ofthe magnitude and frequency of the perceived net value ofa proposed change, moderated by the perceived net value associated with the transition period itself. TIM frames net value as having a number of dimensions, including cognitive, economic, political, social, affective, and physical. It posits that cognitive net value derives from at least three sources: changes in access, technical, and conceptual attention loads. GSS transition proceeded at different speeds in different segments of the Third Fleet; the intelligence and battle staffs became self-sustaining within weeks, while others are still not self-sustaining. TIM appears to explain the differences that emerged in the Navy community. The article presents TAM, then argues the propositions of TIM. It then presents background information about Third Fleet, and describes critical incidents in the transition effort that gave rise to the model. It summarizes the lessons learned in the field by comparing the differing transition trajectories among Fleet staff segments in light of the model.

India’s commitment to Paris Climate Change Agreement through its Nationally Determined Contribution (NDC) will require the energy system to gradually move away from fossil fuels. The current energy system is witnessing a transformation to achieve these through renewable energy targets and enhanced energy efficiency (EE) actions in all sectors. More stringent global GHG mitigation targets of 2 °C and well below 2 °C regimes would impose further challenges and uncertainties for the Indian energy systems. This paper provides a quantitative assessment using bottom-up optimization model (AIM/Enduse) to assess these until 2050 for meeting carbon mitigation commitments while achieving the national sustainable development goals. Energy transformation trajectories under five scenarios synchronized with climate mitigation regimes are explored—Business As Usual scenario (BAU), NDC scenario, 2 °C scenarios (early and late actions), and well below 2 °C scenario. The key results from the study include (a) coal-based power plants older than 30 years under NDC and older than 20 years for deeper CO2 mitigation will be stranded before their lifetime, (b) increase in renewables of up to 225–280 GW by 2050 will require battery storage with improved integrated smart grid infrastructure, (c) growth in nuclear to 27–32 GW by 2050 is dependent on nuclear supply availability, (d) gradual shift towards electrification in industry, building, and transport sectors, and (e) installation of CCS technologies in power and industry sectors. Cumulative investments of up to 6–8 trillion USD (approximately) will be required during 2015–2030 to implement the actions required to transform the current energy systems in India.

Energy efficient lights, such as fluorescent lamps (FLs) and light-emitting diode (LED) lamps, can greatly help energy saving, which is critical for achieving carbon neutrality in the building sector. Yttrium, europium, and terbium are three essential rare earth elements (REEs) for energy efficient lighting. However, due to the ongoing lighting technology transition from FLs to LED lamps, the demands for yttrium, europium, and terbium have decreased significantly. It resulted in oversupplies of these three REEs in the lighting sector, indicating an economically and environmentally unsustainable supply chain. This study aims to estimate the supply and demand dynamics of yttrium, europium, and terbium in China from 2021 to 2060 under China’s carbon neutrality target by applying a dynamic-material-flow-analysis framework. Key flows and stocks along their life cycles are examined. Results show that the annual demands for yttrium, europium, and terbium in China’s lighting sector will decrease by 87%–100% from 2021 to 2060 under two demand scenarios. Driven by the demands for other co-produced critical REEs, the overall growing REEs supply will result in high surplus risks of yttrium and europium. Meanwhile, terbium deficit risk deserves more attentions due to its demand growth in other fields. Such surpluses of these three REEs in 2060 under six combined demand and supply scenarios are estimated to reach between 71 727 tonnes and 274 869 tonnes for yttrium, 530 tonnes and 1712 tonnes for europium, and −1360 tonnes (i.e. deficit) and 540 tonnes for terbium. Recycling activities of major co-produced REEs, such as neodymium, and the export expansion of surplus products can effectively mitigate such surplus risks. Finally, policy recommendations are proposed to improve the overall REEs efficiency by addressing the supply–demand imbalance and mitigating corresponding environmental impacts.

This paper studies carbon tax effectiveness in inducing a transition to cleaner production when a firm faces different technologies and demands over a planning horizon. To determine carbon tax effectiveness, we propose a model based on strategic capacity production planning under carbon taxes that considers proper performance measures. The model, which is formulated as a mixed integer linear problem (MILP), considers issues that previous works have not studied jointly, and that are relevant in a technological transition, such as machine replacement, workforce planning, and maintenance. The effectiveness measures consider levels of clean production and periods to reach a technological transition. Our computational experiments, based on a real case, have shown that in the absence of carbon taxes, a firm has no incentive to transition to clean technology. Still, the effectiveness of carbon taxes depends on the characteristics of the technology available for the production process and the magnitude of the demand. We include managerial insights aimed at both companies and the environmental authority.

This paper explores the transition to electric cars in Brazil. The country has been successful to reduce its carbon footprint using biofuels, but it is facing a dilemma in vehicle electrification. It cannot shift abruptly to battery electric vehicles, as current consumers are unable to afford them and investment in recharging infrastructure is uncertain. However, it has a significant manufacturing base, and it cannot isolate itself from global industrial trends. This study relies on the inductive case study method, identifying the core green technologies in vehicle electrification and extrapolating their trends, to explain how the transition process is feasible. The emergence of a dominant design (set of core technologies defining a product category and adopted by the majority of players in the market) in small and affordable segments is essential for the diffusion of electric cars in developing countries. Biofuel hybrid technologies may support the transition. The Brazilian industry can engage in electric vehicle development by designing small cars based on global architectures, targeting consumers in emerging markets. The article contributes by using a dominant design core technologies framework to explain and map the transition to electric vehicles in developing countries, supporting academic research, government, and industry planning.

During technology transitions, incumbents are frequently faced with the ambidextrous challenge of exploiting existing capabilities and exploring new ones. While extant studies focus on radical changes in the product domain, we notice radical changes can happen in both product and market domains. Pioneering studies indicate that cross-functional ambidexterity addresses this challenge at the business-unit level by juxtaposing exploration and exploitation across different functional domains (particularly in product and market domains) and that complementary assets address this challenge at the organizational level. However, how efforts at two levels can be combined to build cross-functional ambidexterity and what roles complementary assets play remain unclear. Therefore, this study conducts an in-depth case study of Huawei Mobile, which managed to achieve superior performance during a technology transition that triggers radical changes in both product and market domains. We find that multi-level synergies contribute to the transition process. Specifically, cross-functional ambidexterity is constructed by prioritizing exploration in the product domain ahead of that in the market domain, and that it generates learning, brand and channel extension, matching, and brand alliance benefits at the business-unit level. Complementary assets help to reduce the uncertainty of exploration and resolve functional conflicts at the organizational level. 在技术转型过程中，在任企业往往面临利用已有能力和探索新能力的双元困境。已有研究所讨论的激进式技术转型主要发生在产品领域，而我们的研究则关注在产品和市场领域同时发生激进式变革的技术转型。早期研究提出，在业务单元层构建的跨职能双元能力和在组织层构建的互补性资产，能够共同推进不同职能领域的探索和利用活动。但这两个层面的组织努力如何结合起来构建组织层的跨边界双元能力以及互补性资产在其中发挥何种作用尚不清楚。为此，本文针对华为手机业务进行深度案例研究，因为该业务历经产品和技术领域的激进式变革却仍然取得卓越绩效。我们发现多层次的协同促成了其转型过程。具体而言，跨职能双元能力得益于在产品领域优先进行探索活动，在业务单元层形成学习效应、品牌渠道扩展、匹配效应和品牌联盟效应。互补性资产则在组织层面发挥降低探索活动不确定性和缓解部门冲突的作用。 В процессе технологических преобразований должностные лица часто сталкиваются с неоднозначной задачей, а именно использовать имеющийся потенциал и одновременно искать новые возможности. В то время как существующие исследования сосредоточены на радикальных изменениях в области производства, мы отмечаем, что радикальные изменения могут произойти как в области производства, так и в сфере рыночных отношений. Новейшие исследования показывают, что межфункциональная амбидекстрия решает эту проблему на уровне организационных подразделений, сопоставляя изучение и освоение в различных функциональных областях (особенно в сфере производства и рыночных отношений), и что дополнительные активы решают эту проблему на уровне организации. Однако остается неясным, как можно объединить усилия на двух уровнях для создания межфункциональной амбидекстрии и какую роль играют дополнительные активы. Таким образом, в данном исследовании проводится углубленное изучение ситуации в компании Huawei Mobile, которой удалось достичь превосходной производительности во время технологического перехода, который вызывает радикальные изменения как в области производства, так и в сфере рыночных отношений. Мы считаем, что многоуровневый синергизм способствует процессу технологического перехода. В частности, межфункциональная амбидекстрия строится на том, что процессу изучения в области производства придается большее значение, чем в рыночной сфере, и это способствует приобретению знаний, укреплению бренда и расширению рыночных каналов, обеспечению соответствия, а также развитию преимуществ альянса брендов на уровне организационного подразделения. Дополнительные активы помогают снизить неопределенность в процессе изучения и разрешить функциональные конфликты на уровне организации. Durante las transiciones tecnológicas, los titulares se enfrentan con frecuencia al reto ambidiestro de explotar las capacidades existentes y explorar otras nuevas. Mientras que los estudios existentes se centran en los cambios radicales en la esfera del producto, observamos que los cambios radicales pueden producirse tanto en la esfera del producto como en la del mercado. Los estudios pioneros indican que la ambidestreza interfuncional aborda este reto a nivel de la unidad de negocio yuxtaponiendo la exploración y la explotación a través de diferentes esferas funcionales (especialmente en las esferas de producto y de mercado) y que los activos complementarios abordan este reto a nivel organizacional. Sin embargo, si no siendo claro cómo pueden combinarse los esfuerzos en ambos niveles para crear ambidestreza interfuncional o qué papel desempeñan los activos complementarios. Por consiguiente, este estudio lleva a cabo un estudio de caso en profundidad sobre Huawei Mobile, que logró alcanzar un desempeño superior durante una transición tecnológica que desencadena cambios radicales tanto en la espera del producto como en el mercado. Encontramos que las sinergias a varios niveles contribuyen al proceso de transición. En concreto, la ambidestreza interfuncional se construye dando prioridad a la exploración en la esfera del producto antes que en la del mercado, y que genera beneficios de aprendizaje, extensión de la marca y del canal, alineamiento y alianza de marcas a nivel de unidad de negocio. Los activos complementarios ayudan a reducir la incertidumbre de la exploración y a resolver los conflictos funcionales a nivel organizacional.

Research shows that, under certain circumstances, people using GSS can be substantially more productive than people who do not. However GSS has been slow to transition into the workplace. This paper argues that the Technology Transition Model (TTM) may be a useful way to explain this seeming paradox. The paper presents a case study of GSS transition in two organizations - one where a self-sustaining and growing community of users emerged, and one where it did not. Following TTM, it explores the frequency with which users perceived cognitive, economic, affective, political, social, and physical value from using the system. Comparison of the cases reveals differences in perceptions of value along several of these dimensions that are consistent with TTM. The findings suggest the model may be a useful way to explain the transition of collaboration technology, but more research will be required to test the model more rigorously. [PUBLICATION ABSTRACT]