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The Scandinavian countries are often seen as a unity. However, during the COVID-19 pandemic striking differences on how the countries approached the crisis became evident. This quantitative-ethnographic (QE) study aimed to understand political and cultural similarities and differences between the three Scandinavian countries -Denmark, Norway and Sweden - through their crisis communications during the COVID-19 pandemic. Specifically, we focused on how the health authorities of the three countries, in their press releases, treated information about COVID-19 and acted in four fields: reorganization of population behavior, containment of viral transmission, preparation of health systems, and management of socioeconomic impacts. As a methodology, the QE tools nCoder and ENA were applied, respectively: to code the press releases and to correlate the treatment of information with the four fields of action.

Electricity theft caused a major loss for electricity power provider. The anomaly detection helps to predict the abnormal load usage of a consumer. Usually, the classification method used in anomaly detection. This research paper proposed to identify the potential anomaly points by using threshold and outliers. The prediction in time-series applied Long Short-Term Memory (LSTM) algorithm. The historical electricity load dataset of a single industrial consumer was used to generate the prediction of electricity load. There were five optimizers used to produce the model: Adam, Adadelta, Adagrad, RMSProp, and Stochastic gradient descent (SGD). The prediction model was evaluated using mean squared error (MSE) and mean absolute error (MAE). The best model among all five models was generated by Adadelta optimizer with the error rate value of 0.091982 for MSE and 0.018433 for MAE. The prediction values were generated by this model. The anomaly point was detected by using threshold and outliers. The threshold value was 0.218983. One week in August 2019 was chosen to detect any anomaly load occurrences. There were 24 outliers were found within the selected week. The study shall expand on the electricity usage trend during COVID-19 pandemic period.

In recent decades, multinational corporations (MNCs) has evolved from highly internalized organizations to orchestrators of global value chains (GVCs) transforming MNCs into global factories. This operating model has enabled MNCs to become leaner and more efficient. However, the heavy reliance on globally dispersed, efficiency-driven GVCs has made the modern MNE fragile to supply shocks and supply chain disruptions. The COVID-19 pandemic had exposed the risks and vulnerabilities of this model of doing business. However, the COVID pandemic is only the latest in a series of discontinuous risks, that is, episodic events that are difficult to anticipate or predict but have substantial impact on a firm and its operating environment if happening. The purpose of this article is to reflect upon the impact of the of pandemic on IB and draw lessons from this experience in terms of how to avoid or manage similar discontinuous risks in the future. We draw upon the growing literature on GVCs and supply chain risk management to offer suggestions that might help MNCs develop better preparedness for future disruptions which affect the operations and stability of MNCs and GVCs.

The approach of this chapter is polemical in nature, reflecting the very fluid situation that lies ahead for orchestras post COVID-19. The chapter has three main academic research objectives. First, to put the current debate in context, it looks at the key challenges that orchestras have faced since the turn of the last century and in what way COVID-19 posed new problems that impacted orchestral music. The second objective is to outline some special short-term measures introduced to mitigate the impact of COVID-19, namely: (i) the income-support measures needed to sustain orchestras; and (ii) the extent to which orchestras could come together and practice, and in fact perform, even if only in front of no or very limited live audiences. The third objective is to discuss what possibly lies ahead for live orchestral music, post-COVID-19, and in a rapidly changing world regarding technological advances in the production and consumption of orchestral music. To inform this discussion, some broad trends in the ‘consumption’ of orchestral music over time, particularly in terms of numbers attending live concerts and revenues from streamed concerts, are examined.