Theory and language of climate change communication

Climate change communication has become a salient topic in science and society. It has grown to be something like a booming industry alongside more established ‘communication enterprises’, such as health communication, risk communication, and science communication. This article situates the theory of climate change communication within theoretical developments in the field of science communication. It discusses the importance and difficulties inherent in talking about climate change to different types of publics using various types of communication tools and strategies. It engages with the difficult issue of the relationship between climate change communication and behavior change, and it focuses, in particular, on the role of language (metaphors, words, strategies, frames, and narratives) in conveying climate change issues to stakeholders. In the process, it attempts to provide an overview of emerging theories of climate change communication, theories that recently have begun to proliferate quite dramatically. In some cases, we can, therefore only provide signposts to the most relevant research that is being carried out with regard to climate change communication without being able to engage with all its aspects. We end with an assessment of how communication could be improved in light of the theories and practices discussed in this article.

A Multi-Agent Simulation of Retail Management Practices

We apply Agent-Based Modeling and Simulation (ABMS) to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents do offer potential for developing organizational capabilities in the future. Our multi-disciplinary research team has worked with a UK department store to collect data and capture perceptions about operations from actors within departments. Based on this case study work, we have built a simulator that we present in this paper. We then use the simulator to gather empirical evidence regarding two specific management practices: empowerment and employee development.