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Today, most large port hubs include the circular economy transformation challenge, together with smart digitalization and Internet of Things (IoT), in their strategic priorities. However, many ports do not seem to have progressed beyond incremental, small-scale sustainable innovations or the support of rather fragmented sustainability initiatives. The challenges are complex, since ports do not only have to reconsider their own core activities but also their role in the supply chain of shippers, to lift themselves out of the linear lock-in. Opportunities are also created, and port authorities and businesses need to embrace circular learning and turn these projects into sustainable business models. This strategic change or refocus requires new insights into innovative governance and business frameworks, the link between strategy and commercially viable business models, systems innovation, intensified stakeholder collaboration and co-creation, altered traffic segments and hinterland focus, amongst others. These Special Issue articles address current CE transition concerns salient to port strategists and managers, such as first strategic changes towards circular ports, building awareness on the importance of sustainability data and available space, and how port authorities can develop circular business models.

Economics, finance, business & management --- port masterplanning --- corporate sustainability --- traffic flow modeling --- discrete-event simulation --- sustainability reporting --- inland ports --- Triple Bottom Line --- materiality analysis --- stakeholder management --- boundary setting --- ecological perspective --- port-city system --- coordinated development --- system dynamics --- circular economy --- circular supply chain management --- secondary seaports --- port authority --- stevedores --- port-related emission --- cargo-handling equipment --- emission inventory --- external container trucks --- air quality --- maritime transport --- emission from ships --- sustainable port --- energy sources --- ship's crew and port pilots qualification --- green shipping --- environmentally friendly fuels --- ports --- port of Amsterdam --- case study --- circular economy ecosystem --- port cities --- public value --- strategic management --- incinerator capacity --- green ports --- scale development --- stakeholders --- corporate social responsibility --- strategy --- maturity --- patterns --- transition --- process --- circular initiative --- case studies --- Belgium --- port masterplanning --- corporate sustainability --- traffic flow modeling --- discrete-event simulation --- sustainability reporting --- inland ports --- Triple Bottom Line --- materiality analysis --- stakeholder management --- boundary setting --- ecological perspective --- port-city system --- coordinated development --- system dynamics --- circular economy --- circular supply chain management --- secondary seaports --- port authority --- stevedores --- port-related emission --- cargo-handling equipment --- emission inventory --- external container trucks --- air quality --- maritime transport --- emission from ships --- sustainable port --- energy sources --- ship's crew and port pilots qualification --- green shipping --- environmentally friendly fuels --- ports --- port of Amsterdam --- case study --- circular economy ecosystem --- port cities --- public value --- strategic management --- incinerator capacity --- green ports --- scale development --- stakeholders --- corporate social responsibility --- strategy --- maturity --- patterns --- transition --- process --- circular initiative --- case studies --- Belgium

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Today, most large port hubs include the circular economy transformation challenge, together with smart digitalization and Internet of Things (IoT), in their strategic priorities. However, many ports do not seem to have progressed beyond incremental, small-scale sustainable innovations or the support of rather fragmented sustainability initiatives. The challenges are complex, since ports do not only have to reconsider their own core activities but also their role in the supply chain of shippers, to lift themselves out of the linear lock-in. Opportunities are also created, and port authorities and businesses need to embrace circular learning and turn these projects into sustainable business models. This strategic change or refocus requires new insights into innovative governance and business frameworks, the link between strategy and commercially viable business models, systems innovation, intensified stakeholder collaboration and co-creation, altered traffic segments and hinterland focus, amongst others. These Special Issue articles address current CE transition concerns salient to port strategists and managers, such as first strategic changes towards circular ports, building awareness on the importance of sustainability data and available space, and how port authorities can develop circular business models.

port masterplanning --- corporate sustainability --- traffic flow modeling --- discrete-event simulation --- sustainability reporting --- inland ports --- Triple Bottom Line --- materiality analysis --- stakeholder management --- boundary setting --- ecological perspective --- port-city system --- coordinated development --- system dynamics --- circular economy --- circular supply chain management --- secondary seaports --- port authority --- stevedores --- port-related emission --- cargo-handling equipment --- emission inventory --- external container trucks --- air quality --- maritime transport --- emission from ships --- sustainable port --- energy sources --- ship’s crew and port pilots qualification --- green shipping --- environmentally friendly fuels --- ports --- port of Amsterdam --- case study --- circular economy ecosystem --- port cities --- public value --- strategic management --- incinerator capacity --- green ports --- scale development --- stakeholders --- corporate social responsibility --- strategy --- maturity --- patterns --- transition --- process --- circular initiative --- case studies --- Belgium --- n/a --- ship's crew and port pilots qualification

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• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Once upon a time, it was the lone scientist who achieved brilliant breakthroughs. No longer. Today, science is done in teams of as many as hundreds of researchers who may be scattered across continents and represent a range of hierarchies. These collaborations can be powerful, but they demand new ways of thinking about scientific research. When three hundred people make a discovery, who gets credit? How can all collaborators' concerns be adequately addressed? Why do certain STEM collaborations succeed while others fail?Focusing on the nascent science of team science,The Strength in Numbers synthesizes the results of the most far-reaching study to date on collaboration among university scientists to provide answers to such questions. Drawing on a national survey with responses from researchers at more than one hundred universities, anonymous web posts, archival data, and extensive interviews with active scientists and engineers in over a dozen STEM disciplines, Barry Bozeman and Jan Youtie set out a framework to characterize different types of collaboration and their likely outcomes. They also develop a model to define research effectiveness, which assesses factors internal and external to collaborations. They advance what they have found to be the gold standard of science collaborations: consultative collaboration management. This strategy-which codifies methods of consulting all team members on a study's key points and incorporates their preferences and values-empowers managers of STEM collaborations to optimize the likelihood of their effectiveness.The Strength in Numbers is a milestone in the science of team science and an indispensable guide for scientists interested in maximizing collaborative success.

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