LEADER 04197nam 2200961z- 450 001 9910557532503321 005 20210501 035 $a(CKB)5400000000044253 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/68508 035 $a(oapen)doab68508 035 $a(EXLCZ)995400000000044253 100 $a20202105d2021 |y 0 101 0 $aeng 135 $aurmn|---annan 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aPort Strategy for Sustainable Development 210 $aBasel, Switzerland$cMDPI - Multidisciplinary Digital Publishing Institute$d2021 215 $a1 online resource (194 p.) 311 08$a3-0365-0090-1 311 08$a3-0365-0091-X 330 $aToday, 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. 606 $aEconomics, finance, business & management$2bicssc 610 $aair quality 610 $aBelgium 610 $aboundary setting 610 $acargo-handling equipment 610 $acase studies 610 $acase study 610 $acircular economy 610 $acircular economy ecosystem 610 $acircular initiative 610 $acircular supply chain management 610 $acoordinated development 610 $acorporate social responsibility 610 $acorporate sustainability 610 $adiscrete-event simulation 610 $aecological perspective 610 $aemission from ships 610 $aemission inventory 610 $aenergy sources 610 $aenvironmentally friendly fuels 610 $aexternal container trucks 610 $agreen ports 610 $agreen shipping 610 $aincinerator capacity 610 $ainland ports 610 $amaritime transport 610 $amateriality analysis 610 $amaturity 610 $an/a 610 $apatterns 610 $aport authority 610 $aport cities 610 $aport masterplanning 610 $aport of Amsterdam 610 $aport-city system 610 $aport-related emission 610 $aports 610 $aprocess 610 $apublic value 610 $ascale development 610 $asecondary seaports 610 $aship's crew and port pilots qualification 610 $astakeholder management 610 $astakeholders 610 $astevedores 610 $astrategic management 610 $astrategy 610 $asustainability reporting 610 $asustainable port 610 $asystem dynamics 610 $atraffic flow modeling 610 $atransition 610 $aTriple Bottom Line 615 7$aEconomics, finance, business & management 700 $aHaezendonck$b Elvira$4edt$01302272 702 $aHaezendonck$b Elvira$4oth 906 $aBOOK 912 $a9910557532503321 996 $aPort Strategy for Sustainable Development$93026323 997 $aUNINA