Strategic vision for ports: the year 2010

This month's FAL leading article is Larry Burkhalter's swan song as a United Nations staff member. Larry has served ECLAC and the UN for more than 22 years and has been the Commission's guiding light in maritime transport and port issues for the most part of that time.

Developing a strategic vision of U.S. Customs' commercial operations /

Mode of access: Internet.

Global reach--global power : Air Force strategic vision, past and future /

"February 1996."

The use of strategic visioning to enhance local tourism planning in periphery communities

Tourism has had a profound impact upon destinations worldwide, and although this impact has been positive for many destinations, there are numerous examples where tourism has adversely impacted upon the environment and social fabric of the destination community (Coccossis 1996; Murphy 1985). The negative impacts of tourism have been attributed, among other things, to inadequate or non-existent planning for development (Gunn 1994; Hall2000). This has led to increased calls for tourism planning to offset some of the negative impacts that tourism can have on the destination community. While a number of approaches have been advocated, a collaborative philosophy, based on the principles of sustainability, is more likely to result in acceptable and successful policies and programmes for tourism destinations (Farrell1986; Jamal & Getz 1995; Maitland 2002; Minca & Getz 1995). Such an approach focuses on cooperation and broader based participation in tourism planning and decision-making between stakeholders to lead to agreement on planning directions and goals, with one of the primary objectives of collaborative arrangements being to develop a strategic vision for a destination (Bramwell & Lane 2000). [Extract from introduction]

Taiwan strait crises and Chiang Kai-shek's strategic thinking : a perspective from the Taiwan's archive

This paper uses Taiwan's archival documents to reexamine the two Taiwan Strait crises and the characteristics of Chiang Kai-shek's strategic thinking. Section 2 examines the oscillation of U.S. policy concerning the ROC's offensive toward mainland China and the defense of the Da-chen islands before and after the initiation of the First Taiwan Strait Crisis in 1954-1955. Doing so will highlight the contradictory U.S. attitude that contributed to the crisis and weakened its ability to control Chiang. Section 3 focuses on Chiang Kai-shek's strategic vision toward East Asia. In particular, this section focuses on his strategic thinking and tries to assess whether or not he was a "reckless" or "irrational" leader as often described in the previous research on his personality.

Strategic rigidity and foresight for technology adoption among electric utilities

The variation in the adoption of a technology as a major source of competitive advantage has been attributed to the wide-ranging strategic foresight and the integrative capability of a firm. These possible areas of competitive advantage can exist in the periphery of the firm's strategic vision and can get easily blurred as a result of rigidness and can permeate in the decision-making process of the firm. This article explores how electric utility firms with a renewable energy portfolio can become strategically rigid in terms of adoption of newer technologies. The reluctance or delay in the adoption of new technology can be characterized as strategic rigidness, brought upon as a result of a firm's core competence or core capability in the other, more conventional technology arrangement. This paper explores the implications of such rigidness on the performance of a firm and consequently on the energy eco-system. The paper substantiates the results by emphasizing the case of Iberdrola S.A., an incumbent firm as a wind energy developer and its adoption decision behavior. We illustrate that the very routines that create competitive advantage for firms in the electric utility industry are vulnerable as they might also develop as sources of competitive disadvantage, when firms confront environmental change and uncertainty.

Strengthening the strategic choice offered to the EU’s southern Mediterranean neighbours. CEPS Commentary, 1 February 2013

Finding that the European Neighbourhood Policy (ENP) currently lacks a strategic vision that would offer states in the southern Mediterranean substantial returns in exchange for making tough reforms, this CEPS Commentary suggests that this weakness can be overcome through a concrete prospect of regional integration pro-actively driven forward by the European Union. Taking inspiration from current projects such as the Energy Community Treaty, the authors urge the EU to explicitly incorporate “legally binding sectoral multilateralism” into the ENP. This would provide the Union’s partners with a tangible prospect of reaping real long-term benefits from EU cooperation and reinvigorate the ENP for the next decade.

Western Strategic Poverty: The Ukrainian Crisis and the New World Order. Jean Monnet/Robert Schuman Paper Series Vol. 14 Special Issue, March 2014

From Introduction. The Ukrainian crisis, which deepened in February with the invasion of the Crimean peninsula by Russia, has exposed a serious poverty of strategy and leadership from Europe and the US. Such a lack of strategic vision in responding to the Ukrainian crisis, considered by Nicholas Burns among others, as one of the greatest crises in Europe since 1991, diverges between the European Union and the US. It is undeniable that the western leadership is unable to get its act together. In the US, the perpetual fratricide between the republicans and democrats over anything is affecting the development and implementation of sound foreign policies, while in the EU, there is no clear European leadership emerging, neither from the 28 Member States nor the High Representative and Presidents of the Council and Commission. The EU is once again facing its perpetual policy of risk aversion. On the one hand, the US remains conflicted in identifying its identity in this post-liberal world order, while the EU difficulty faces the inevitable limitation of its soft power. With a West in crisis, no decent strategy and/or policy to unravel, or at least contain, the Ukrainian crisis can emerge in this axiomatic moment with the making of the new world order.

Evaluation of collaborative strategies for ecotourism and recreational activities in natural parks of Rio de Janeiro

In the city of Rio de Janeiro, the management agencies of environmental conservation units of the park type have been attempting to meet five primary objectives set by the National System for Conservation Units (NSCU), using participatory management guidelines for these units. Two of these objectives relate to the development of recreation activities that involve contact with nature and ecological tourism. This article presents the analyses and conclusions regarding the implementation of collaborative strategies with businesses to achieve such objectives; it is part of a series of research studies having a broader scope. Case studies were conducted in eight parks by means of dozens of interviews with managers and other interested social actors, as well as by documentary research and direct observation. The results suggest that the ecotourism objective is still far from being reached, and that the collaborative strategies used are not sufficient to compensate for the organizational, material and human limitations that encumber these agencies. It was also concluded for the sample that there lacks a strategic vision on the part of the three branches of government involved in the management of these parks in the sense of viewing ecotourism in the city's conservation units as a powerful means to foster local sustainable development.

Ordenamento do território na cidade de Lisboa: o caso da Alta de Lisboa

Trabalho Final de Mestrado para obtenção do grau de Mestre em Engenharia Civil na Área de Especialização de Edificações

TEC4SEA - A Modular Platform for Research, Test and Validation of Technologies Supporting a Sustainable Blue Economy

This paper presents the TEC4SEA research infrastructure created in Portugal to support research, development, and validation of marine technologies. It is a multidisciplinary open platform, capable of supporting research, development, and test of marine robotics, telecommunications, and sensing technologies for monitoring and operating in the ocean environment. Due to the installed research facilities and its privileged geographic location, it allows fast access to deep sea, and can support multidisciplinary research, enabling full validation and evaluation of technological solutions designed for the ocean environment. It is a vertically integrated infrastructure, in the sense that it possesses a set of skills and resources which range from pure conceptual research to field deployment missions, with strong industrial and logistic capacities in the middle tier of prototype production. TEC4SEA is open to the entire scientific and enterprise community, with a free access policy for researchers affiliated with the research units that ensure its maintenance and sustainability. The paper describes the infrastructure in detail, and discusses associated research programs, providing a strategic vision for deep sea research initiatives, within the context of both the Portuguese National Ocean Strategy and European Strategy frameworks.