The time lag between when research is completed and when it is used in clinical practice can be as long as two decades. This chapter considers the dissemination and implementation of research findings. It also explores better ways to make research findings understood and used. On the one hand, we recognize the need to get new research into practice as soon as possible. On the other hand, we challenge the trend toward rapid implementation. When results are put into practice prematurely, patients may suffer unnecessary consequences of insufficiently evaluated interventions. We offer several examples of Nobel Prize winning interventions that had unintentional harmful effects that were unknown when the prize was awarded. To address these problems, we support the need for greater transparency in reporting studies results, open access to clinical research data, and the application of statistical tools such as forest plots and funnel plots that might reveal data irregularities.

Chapter 11 explains the supervisory framework under MiCA. Section 11.2 starts with MiCA’s rules for general supervision by national competent authorities (NCAs). Section 11.3 covers EBA’s supervision for significant stablecoins (ARTs/EMTs). Section 11.4 explains MiCA’s product intervention rules, which establish shared supervision between NCAs, the EBA, and the ESMA. Then, Section 11.5 covers MiCA’s extensive system for supervisory cooperation, both among NCAs, between NCAs and EBA, the ESMA, other European authorities, and also with third country authorities. Finally, Section 11.6 explains MiCA’s implementation timeline and implementing measures.

This chapter examines the international legal framework on biodiversity, reflects on the scope of its implementation in the Middle East and North Africa (MENA) region, and highlights the way forward for enhancing coherent, holistic, and integrated implementation of biodiversity treaties in the region. It provides an overview of the status of implementation, primarily through an assessment of the progress of the Strategic Plan for Biodiversity including the Aichi targets (2011–2020), under the Convention of Biological Diversity, and assesses the challenges and opportunities of the post-2020 Global Biodiversity Framework. In addition to a literature review, the chapter analyses information from national reports by parties submitted to secretariats to the CBD and on informational platforms such as UNEP’s InforMEA and Law and Environment Assistance Platform.

Understanding Culture defines culture and identifies why culture is such an important element of the international management context. International management is about leading people and implementing tasks with people across cultural borders. The starting point for effective international management behavior must be a deep understanding of culture. We set the foundation for culture as one of the important contexts of global management. We define culture, examine its different facets, analyze its impact on people, and explore important questions about the intersection of cultures and individual characteristics. Culture serves two important functions for groups. Culture makes action simple and efficient because it creates context for meaning, and it also provides an important source of social identity for its members.

Whereas the previous chapters of this book focused on how to deliver evidence-based CBTx at the patient level, this chapter seeks to consider and challenge readers on how to design, deliver, and implement CBTx for insomnia scale. It outlines the strengths of different delivery methods of CBT (e.g., individual, group, telehealth, books, and digital) and puts forth the case that digital therapeutics (DTx) can serve as a means of fulfilling clinical guideline care for insomnia at scale. Next, the chapter focuses on how guideline-recommended treatment can be delivered in an efficient manner through a stepped care approach that utilises the variety of delivery methods available. The chapter proceeds to outline a care-delivery model at the ecosystem level to treat the widest possible population, taking into account treatment guidelines and real-world examples such as the role of medication and different care pathways. It goes on to describe how to provide a specialised insomnia service within different clinical services and concludes by highlighting key partnerships and alliances for the future of insomnia CBTx.

Sanctions are intrinsically complex. Implementation of sanctions regulations often entails navigating an extremely dynamic environment consisting of numerous restrictions and prohibitions, difficulties in interpretation, inconsistent measures adopted by imposing jurisdictions and countermeasures. This has been evident following the sanctions against Russia, often described as unprecedented in scale. The more frequent resort to sanctions further means that an increasing number of international contractual relationships are affected. Financial institutions operating globally are particularly impacted. This is exacerbated by the use of secondary sanctions which remain a controversial foreign policy tool and even subject to countermeasures, for example, blocking statutes. Consequently, financial institutions and other economic operators with an international presence, torn between two conflicting regimes, face an unsolvable legal dilemma. This uncertainty extends to the termination of contracts involving persons or activities subject to secondary sanctions. Although in most cases international (financial) contracts contain sanctions clauses (often under force majeure provisions), it remains unclear whether these can be relied on, especially where the institution’s own jurisdiction opposes secondary sanctions. This chapter presents in more detail what are the practical challenges in sanctions implementation. It focuses on financial institutions and provide recommendations on how such challenges could be addressed.

This chapter summarizes the findings from our study, based on the meta-analysis averaging across the effects from the six experiments. We found that increases in locally appropriate community policing practices led to no improvements in citizen–police trust, no greater citizen cooperation with the police, and no reduction in crime. Despite a strong commitment from leadership in each context at the outset, the police implemented the interventions unevenly and incompletely. Although citizens reported more frequent and robust exposure to the police in places where community policing was implemented, we have limited evidence of police action in response to citizen reports.

Chapter 6 develops an integrated framework of leader–subordinate dynamics in Chinese SOEs. How do leaders interact with subordinates to execute their agendas, and how do subordinates respond? Grounded in reward, coercion, and legitimate bases of power, the chapter identifies SOE leader tactics such as leveraging position authority, conducting personnel ploys, emphasizing material and status gains, invoking external threats, underscoring superiors’ directives and policies, and appealing to subordinates’ personal duty and morality. Subordinates may react by praising and supporting the leader or by expressing alternative views, delaying or subverting implementation, shirking, engaging in critical expression, or quitting. Leader–subordinate interactions are iterative and evolve over time.