Some Icelandic Perspectives on the Agreement to Prevent Unregulated High Seas Fisheries in the Central Arctic Ocean

This paper reflects on several aspects of the Agreement to Prevent Unregulated High Seas Fisheries in the Central Arctic Ocean from the standpoint of Iceland, prior to, during and at the conclusion of the negotiations of the Agreement in late 2017. Particular reference is made to UNCLOS and coastal State interests, status of knowledge on the fish stocks and the importance of scientific cooperation which the Agreement facilitates. During the years 2008–2015, the so-called Arctic Five consulted on cooperation in Arctic matters including future management of fisheries in the central Arctic Ocean. These rather exclusive cooperative efforts were criticised by Iceland and other States that felt these matters were to be dealt with in a broader international context. It seems evident that Iceland’s desire to become a full participant in the process during the subsequent years was both based on legal arguments as well as fair and natural geopolitical reasons. Iceland became a participant in the negotiations in December 2015. The final version of the Agreement is a fully fledged platform for coordinating scientific research and it even allows for interim management measures until future regional management framework is in place. In essence, the Agreement can be taken as a regional fisheries management arrangement (RFMA), since most elements of relevance are incorporated in accordance with the 1995 UN Fish Stocks Agreement. The opening of the central Arctic Ocean for fishing is not likely to take place in the nearest future, although the development of sea ice retreat is currently faster than earlier anticipated. While the Agreement is today regarded as being historic due to its precautionary approach, future may prove that it was a timely arrangement in a fast-moving world with dramatic changes taking place in the Arctic Ocean.

Interim Management Strategy as a Way of Empowering Women Leadership

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Interim-Management: Klar in Führung

Wenn in Unternehmen der Healthcare Branche Veränderungsprozesse anstehen, Krisen bewältigt oder Vakanzen überbrückt werden müssen, leisten Interim Manager tatkräftige Unterstützung. Brigitte Nießen spricht im Interview darüber, wie Unternehmen von den „Managern auf Zeit“ profitieren können..

Interim Management as a New Approach to the Company Management

The article presented the importance of employing interim managers in the conditions of rapid changes in the business environment. The significance of interim management as a modern approach to management was highlighted. The author also pondered on how the companies of the future should be managed. Furthermore, the author presented his own experiences and findings acquired from projects he had carried out as an interim manager. The readers’ attention was drawn to the impact of the interim management on the organisational entrepreneurship.

Interim Management Strategy as a Way of Empowering Women Leadership

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Use of interim execs as a nontraditional model

Purpose The purpose of this article is to define the use of interim executives in the workplace. Design/methodology/approach A thought leadership approach is adopted for this article. Findings The article describes the common misconceptions, potential pitfalls and the benefits of hiring an interim executive. Originality/value At a time of changing work practices, economic and political uncertainty, organisations require help, without delay. This article offers an interim management solution as a way of assisting organisations to transform.