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In this paper, we examine how Covid‐19 was utilized by the management of a university as a catalyst for ideological change, with the objective of transforming the ethos of a university management school and the role(s) of the academics employed within. Through new modes of working that maintained corporeal distance between university staff, market‐based ideology was mobilized to institute radical and lasting change within the roles of academics and operations of the institution. We focus on a singular case study: "Blue Management School" (BMS, pseudonym), based within an English mid‐tier research university which has historically embraced corporatization more readily than most of its peers. We conducted a qualitative analysis of management email communications and from interviews with nine academics (both current and former employees) who were working at BMS during the time concerned (March 2020 onward). We observe that Covid‐19 posed significant challenges to corporatized universities, and that university managers at BMS sought to address these challenges by undertaking further steps toward corporatization and mobilizing organizational change legitimized by the need to manage the Covid‐19 situation. This included hierarchical forms of accountability, with academics answering for module content to teaching convenors and the management team ("manager academics"). We draw attention to how management communications carried profound effects for the mobilization of ideological change within the institution, during this period. In addition, academic identity was affected, moving away from traditional research and teaching scholars toward revenue‐generating customer service workers, facilitating a power shift away from academics and further toward managers. [ABSTRACT FROM AUTHOR]

The main objective of this study was to identify editorial practices related to time management in Spanish Communication journals and determine whether their time management is homogeneous, as well as to evaluate which journals are more agile, discover the differences between general and special issues, and identify practices that could streamline the publication process. To this end, we worked with an exploratory‐type methodology focused on content analysis. The sample analysed included 1,581 articles published in 2021 by the 62 Communication journals included in the Índice Dialnet de Revistas (IDR) 2020, differentiating between those published in general and special issues, with the aim of focusing attention on the time elapsed from when journals receive articles until their final publication. The results reveal little homogeneity in policies regarding information on dates and confirms average times of more than 6 months for the duration of the process, with the publication process for special issues being more agile. The strength of this work lies in the demonstration of the need to work on common policies that enable the publication process to be streamlined while accelerating the availability of research results for the benefit of academia as well as society. [ABSTRACT FROM AUTHOR]

Device‐to‐Device (D2D) communication is one of the leading technologies which works under the aegis of fifth generation (5G) communication for the Internet of Things in Healthcare. In D2D communication, power control with resource allocation is the most challenging area for the research to make them suitable for IoT devices. In the present work, power control with resource allocation is done by using the Linear pricing game power allocation method. First, a mathematical min‐function based problem is proposed whilst taking the interference, data rate and minimum power requirement as a constraint to ensure the resource and power allocation. In the next phase, a linear pricing game (LPG) method is utilized to propose the LPG power control with resource allocation (L‐PaRAG). Mathematical analysis and theorem ensure the minimum cost function with global stability for an optimal solution of the proposed problem. Numerical analysis and results show that the proposed algorithm gives the best results for power control and resource management whilst managing the interference to maintain the quality of services (QoS) in D2D communication. Optimized power can be utilized for the communication between the base station and D2D users, especially, during disaster management. [ABSTRACT FROM AUTHOR]

To maintain these strengths, ASLO leadership will be proactive in working toward solutions that keep the accessibility of publications in our society journals front and center as a key member benefit. ASLO members enjoy discounts on publications and publication fees for our society journals are a bargain in comparison to other journals. The ASLO journals are premiere outlets for our science and rightfully occupy the top rankings among aquatic sciences publications. Already it is clear that the ASLO presidential triumvirate is a team that is in frequent contact and dialog to find the best path forward for ASLO. [Extracted from the article]

Social responsibility (SR) informally promotes systemic behavior by concepts of interdependence and holism in ISO 26000. SR principles demand transparency including communication of SR covered in company communications with its public. Banks are found problematic in transparency world-wide but are active regarding SR communication, which is especially important because banks critically impact society and its economic development. The banks' role in developing and underdeveloped countries is especially important because of their impact on countries' development, which increases the importance of their SR. Often, banks in these countries are subsidiaries of the large international banks. This article compares SR websites communication of large European multinational banks in their parent and subsidiary countries; content analysis is applied. Results implicate that banks in subsidiary countries have a significantly lower level of SR communication than the parent countries, and the difference tends to be higher in less developed countries. This endangers banks' systemic behavior and the international economy. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]