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Accelerated decarbonization of academic conferences is necessary and urgent. Despite the window of opportunity that COVID-19 created for rethinking conferences, there is a risk of slipping back into old habits now that restrictions are lifted. This commentary reports on recent experiences with a unique, sustainable approach to academic conferencing involving an international partnership and hub model across three continents. There is a need to continue to experiment with and implement new modes of sustainable academic conferencing.
Technical summary
In response to increasing demands to move away from carbon-intensive academic conferences, and a need to address social justice issues, the author-team designed, implemented, and experimented with a new conference model. Three key-design choices informed the model. First, instead of the common single-host-single-location approach, we established a partnership between three universities across three continents. Second, we adopted a hub model of three online conference days, followed by three non-hybrid, in-person only conference days. Third, we sought to accommodate global participation by organizing each of the online conference days during daylight hours in the respective time zones. We find that the model promotes less air travel and improved global south participation. Our approach adds to a growing number of experiments with new modes of academic conferencing in a world that is facing climate and inequality crises.
Social media summary
Decarbonizing academic conferences is necessary and urgent. This commentary reveals experiences with a hub-based format.
In this chapter we advance the argument that regulatory policies can have a far-reaching impact on the organizational capabilities and, ultimately, on the performance of public utilities. Once capabilities are lost, it may be hard to regain them in the short term. Our insights are based on a qualitative-comparative analysis of capability-losing processes at Eskom, South Africa’s national electric utility. South Africa experienced severe power outages between 2005 and 2008, which are commonly explained as having been caused by inadequate generation capacity, badly maintained power plants and insufficient coal supply. In this chapter, we go a step further and examine the underlying reasons at the organizational level. We show that a variety of new regulations led to a substantial loss of critical competences and skills at Eskom. This caused a deterioration of planning, operation and maintenance procedures, and made swift reactions to the crisis difficult. The ‘capability perspective’ presented in this chapter complements traditional theoretical explanations of utility and sector performance.
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