Despite the important role of state-owned enterprises (SOEs) in government policy implementation, there is a lack of research on how SOEs owned by different government entities differ. We draw on an attention-based view (ABV) to understand how central government-owned (called central SOEs) and local government-owned enterprises (called local SOEs) differ in their response to digitalization, a major state objective in China in recent years. The two types of SOEs differ in the foundational feature of attention structure – the rules of the game (as embodied in their different goals, identities, and evaluation of top executives) – as well as important features such as governance structures and resources. These features can trigger more attention in central SOEs to digitalization. Given the interdependence of these features in shaping the structural distribution of attention, we further propose how governance structures and resources can influence strategic attention differently in SOEs with different rules of the game. The arguments are tested using data from all Chinese-listed manufacturing SOEs between 2009 and 2020. The study reveals different responses to national strategy between central and local SOEs due to their distinct attention structures designed by the state. It also extends the ABV and research on corporate digital transformation.

Carbapenemase-producing Enterobacterales (CPE) are important globally. In 2017, Ireland declared a national public health emergency to address CPE in acute hospitals. A National Public Health Emergency Team and an expert advisory group (EAG) were established. The EAG has identified key learnings to inform future strategies. First, there is still an opportunity to prevent CPE becoming endemic. Second, damp environmental reservoirs in hospitals are inadequately controlled. Third, antibiotic stewardship remains important in control. Finally, there is no current requirement to extend screening to detect CPE outside of acute hospitals. These conclusions and their implications may also be relevant in other countries.

Global food security could be imperilled by the combined pressures from the effects of continually evolving climatic conditions, demographics and other socio-economic factors, the demands of the livestock, bioenergy and fibre industries for food-based substrates, the static or decreasing availability of natural resources for agriculture and the impracticality of increased use of economically and environmentally costly agricultural inputs. The optimal harnessing of plant genetic resources for food and agriculture (PGRFA) in manners that translate their repertoire of hidden potentials into significantly enhanced crop productivities has been severally identified as crucial to achieving the required considerably significant increases in food production. The scope of the problems and the plausible means for addressing them compel the devising of novel and more efficient ways for deploying PGRFA in need-based crop improvement programmes. We posit a continuum approach to the management of PGRFA which links seamlessly the effective conservation and access to PGRFA through their use in developing superior and resilient crop varieties to the provision of their high-quality seeds and planting materials to the growers. To achieve the mainstreaming of this paradigm, we propose the institutionalization of overarching national PGRFA strategies that prescribe result-oriented action plans spanning above three components of the management of PGRFA for a country's priority crops. We also describe the strategy as a means for identifying and assigning responsibilities to critical stakeholders and providing for the governance of all aspects of PGRFA activities over specific time frames. Steps to developing and adopting a national PGRFA strategy are also suggested.