Abstract
Customer value is influenced by several factors, which impose major challenges to global Supply Chains (SCs) and their management. This study aims to understand how companies tackle these challenges by focusing their global SC management on major strategies and supporting practices. Based on customer value theory, and recognising major trends affecting what end consumers value, we identify four global SC strategies: customer-driven, service-driven, resource-efficient, and closed-loop. A multiple case study carried out in eleven companies in the consumer goods industry explores the practices adopted per each SC strategy in managing global sourcing, production, and distribution networks. Results show the key requirement of selecting tailored practices for SC management that align with the context and the value expected by customers. Operational SC practices entail managing collaborative actions both up and downstream and competing with other SCs and can benefit from the implementation of appropriate digital technologies for customer value creation and delivery, as well as for continuous learning about customer needs.

Abstract

Abstract
The specialization of Health Human Resources (HHR) is increasingly recognized as essential for addressing evolving healthcare demands. This paper presents a comprehensive policy framework for assisting with the implementation of Clinical Nurse Specialist (CNS) roles at the national or regional level, integrating key dimensions including barriers and enablers, regulation and governance, education and training requirements, career development, workforce planning, and economic analysis. The framework was applied to the implementation of CNS roles in Portugal, resulting in the issuance of a decree-law by the government. Our findings demonstrate that the economic analysis step was critical in addressing concerns from government authorities and health system funders regarding the potential budgetary impact of CNS implementation. By providing evidence-based projections of costs and benefits, the economic analysis facilitated smoother negotiations and consensus-building among stakeholders, including nursing unions. Furthermore, the integration of workforce planning ensured the alignment of educational capacity with workforce needs, thus avoiding potential implementation bottlenecks. The application of the framework also revealed important feedback relationships between its dimensions, highlighting the interdependent nature of the implementation process. This dynamic approach, which adapts to real-time feedback and stakeholder input, underscores the necessity of a holistic and iterative strategy for successful CNS role integration. The insights gained from the Portuguese case underscore the utility of this policy framework in guiding the implementation of advanced nursing roles in diverse healthcare contexts.

Abstract
This paper fits in the theory of international agreements by studying the success of stable coalitions of agents seeking the preservation of a public good. Extending Baliga and Maskin, we consider a model of N homogeneous agents with quasi-linear utilities of the form u(j) (r(j); r) = r(alpha) - r(j), where r is the aggregate contribution and the exponent alpha is the elasticity of the gross utility. When the value of the elasticity alpha increases in its natural range (0, 1), we prove the following five main results in the formation of stable coalitions: (i) the gap of cooperation, characterized as the ratio of the welfare of the grand coalition to the welfare of the competitive singleton coalition grows to infinity, which we interpret as a measure of the urge or need to save the public good; (ii) the size of stable coalitions increases from 1 up to N; (iii) the ratio of the welfare of stable coalitions to the welfare of the competitive singleton coalition grows to infinity; (iv) the ratio of the welfare of stable coalitions to the welfare of the grand coalition decreases (a lot), up to when the number of members of the stable coalition is approximately N/e and after that it increases (a lot); and (v) the growth of stable coalitions occurs with a much greater loss of the coalition members when compared with free-riders. Result (v) has two major drawbacks: (a) A priori, it is difficult to convince agents to be members of the stable coalition and (b) together with results (i) and (iv), it explains and leads to the pessimistic Barrett's paradox of cooperation, even in a case not much considered in the literature: The ratio of the welfare of the stable coalitions against the welfare of the grand coalition is small, even in the extreme case where there are few (or a single) free-riders and the gap of cooperation is large. Optimistically, result (iii) shows that stable coalitions do much better than the competitive singleton coalition. Furthermore, result (ii) proves that the paradox of cooperation is resolved for larger values of.. so that the grand coalition is stabilized.

Abstract
Non-formal education seeks to address the limitations of formal education that do not reach all communities and do not provide all new competencies and capabilities that are essential for the integrated development of communities. The role of non-formal education becomes even more relevant in the context of developing countries where significant asymmetries in access to education emerge. This study adopts the Solutions Story Tracker provided by the Solutions Journalism Network to identify and explore solutions based on journalism stories in the non-formal education field. A total of 256 stories are identified and categorized into 14 dimensions. The findings reveal that practical, participatory, and volunteering dimensions are the three most common dimensions in these non-formal education initiatives. Furthermore, two emerging dimensions related to empowerment and sustainability are identified, allowing us to extend the theoretical knowledge in the non-formal education field. These conclusions are relevant for establishing public policies that can involve greater participation by local communities in non-formal education and for addressing sustainability challenges through bottom-up initiatives.

Abstract
[No abstract available]