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This article is republished from The Conversation under a Creative Commons license. Read the original article here. The oil-rich states of Qatar, Saudi Arabia and the United Arab Emirates have a lot going for them: wealth, domestic stability and growing global influence. In recent months, these Gulf kingdoms also appear closer to something they have long sought: reliable U.S. support that has become stronger and more uncritical than ever, just as Iranian power in the region has significantly degraded. In Donald Trump, the nonelected Gulf Arab monarchs have an ally in Washington who has largely shed previous American concerns for democracy and human rights. That the American president made his first scheduled international trip of his second term to Saudi Arabia, Qatar and the UAE only underscores their international clout. Additionally, the popular overthrow of the Assad government in Syria and Israel’s war against Iran and its allies in Lebanon and Yemen have served to greatly weaken Tehran’s perceived threat to Gulf Arab interests. Yet, as an expert on Middle Eastern politics, I believe Gulf Arab countries must still navigate a regional political tightrope. And as the Israeli targeting of senior Hamas leaders in Qatar on Sept. 9, 2025, shows, events by other Middle Eastern actors have a nasty habit of derailing Gulf leaders’ plans. How these countries manage four particular uncertainties will have a significant effect on their hopes for stability and growth. 1. Managing a post-civil war Syria In Syria, years of civil war that had exacerbated splits among ethnic and religious groups finally ended in December 2024. Since then, Arab Gulf countries, which once opposed the Iranian-allied government of Bashar Assad, have been pivotal in supporting new Syrian President Ahmed al-Sharaa. They successfully lobbied the U.S. to drop sanctions. In addition to sharing mutual regional interests with Sharaa, the leaders of Gulf Arab states want a Syrian state that is free from internal war and can absorb the millions of refugees that fled the conflict to other countries in the Middle East. Gulf states can support postwar Syria diplomatically and financially. However, they can’t wish away the legacy of long war and sectarian strife. Israeli attacks on Syrian soil since Assad’s fall, as well as recent outbreaks of fighting in the Sweida region of southern Syria, underscore the ongoing fragility of the Syrian government and concerns over its ability to contain violence and migration outside of its borders. 2. The challenge of regional politics Syria illustrates a broader policy challenge for Gulf states. As their wealth, military strength and influence have grown, these countries have become dominant in the Arab world. As a result, Qatar, Saudi Arabia and the UAE have invested billions of dollars in efforts to influence governments and groups across the world. This includes the mostly authoritarian governments in the Middle East and North Africa, such as Egypt’s. But here, Gulf states are torn politically. If democratic systems form elsewhere in the Arab world, this could encourage Gulf citizens to push for elected government at home. Yet overly coercive Arab governments outside of the Gulf can be prone to popular unrest and even civil war. Propping up unpopular regional governments risks backfiring on Gulf Arab leaders in one of two ways. First, it can entice Gulf states into protracted and damaging wars, such as was the case with Saudi Arabia and the UAE’s failed military intervention in Yemen against the Houthis. Second, it can drive a wedge between Gulf states, as is seen with the current conflict in Sudan, in which the Saudis and Emiratis are backing rival factions. 3. Watching which way Iran will turn Always looming behind complicated Middle Eastern politics is Iran, the historically powerful, populous, non-Arab country whose governing Shiite Islam ideology has been the chief antagonist to the Sunni-led Gulf Arab states since the Iranian Revolution in 1979. Opposing Gulf Arab and American strategic interests, Iran has for years intervened aggressively in Middle Eastern politics by funding and encouraging militant Shiite groups in Iraq, Lebanon, Yemen and elsewhere. An assertive Iran has been especially a thorn in the side of Saudi Arabia, which strives to be the dominant Muslim majority power in the region. Dealing with Iran has required careful balancing from Qatar and the UAE, which are more directly exposed to Tehran geographically and have maintained relatively stronger relations. Given this, Gulf countries may silently welcome the decrease in Iran’s military power in the wake of Israel’s recent war against Iran and its allies, such as Hezbollah in Lebanon, while also fearing further Iranian-Israeli conflict. At the same time, a less powerful Iran runs two types of new potential dangers for Gulf states. Should Iran become more unstable, the resulting turmoil could be felt across the region. In addition, should Iran’s military, policy and economic turmoil lead to a new political system, it could disturb Gulf countries. Neither a Muslim majority democratic government nor a more hard-line nationalist variant in Iran would sit well with nearby Gulf monarchs. Conversely, concerns that the Israeli and U.S. bombing of Iran may actually lead to increased Iranian determination to pursue a nuclear program also worry Gulf leaders. 4. Living with Israel’s military assertiveness Israel, the unquestioned military power and sole nuclear weapons state in the region, has long posed particularly deep political dilemmas to Gulf Arab states. The current challenge is how to balance the immense global unpopularity of the Israeli government’s war in Gaza – including among Gulf Arab citizens – with common strategic interests the Gulf states hold with Israel. Gulf Arab leaders face domestic and regional pressure to show solidarity for Palestinians and their aspirations for statehood. Yet Gulf rulers also share strategic goals with Israel. Along with opposition to Iranian influence, Gulf states maintain strong military links to the U.S, like Israel. They also appreciate the economic and other security value of Israel’s high-tech products, including software used for espionage and cybersecurity. This helps explain the UAE’s 2019 decision to join the short list of Arab states with full diplomatic relations with Israel. Hamas attacked Israel in 2023 in part to stop Saudi Arabia from following suit – something that might have further sidelined Palestinians’ bargaining power. Indeed, moves toward open Saudi diplomatic recognition of Israel were stopped by Hamas’ attack and the global backlash that followed Israel’s ongoing devastation of Gaza. Gulf leaders may still believe that normalized ties with Israel would be good for the long-term economic prospects of the region. And Bahrain and the UAE – the two Gulf Arab states with diplomatic relations with Israel – have not backed away from their official relationship. Yet expanding open relations with Israel further, and taking in other Gulf states, is unlikely without a real reversal in Israel’s policy toward Palestinians in both Gaza and the West Bank. All this is more true in the immediate aftermath of Israel’s attack in Qatar – the first time Israel has launched a direct strike within a Gulf Arab state. That action, even if ostensibly directed at Hamas, is likely to exacerbate tensions not only with Qatar but place increasing stress on the calculus allied Gulf Arab countries make in their dealings with Israel. Tricky way forward for Gulf Arab states These challenges underscore an inescapable truth for Gulf leaders: They are hostage to events beyond their control. Insulating them from that reality takes regional unity. The Gulf Cooperation Council, nearly 45 years old, was established precisely for this purpose. While it remains the most successful regional organization in the Middle East, the GCC has not always prevented major rifts, such as in 2017 when a coalition of Arab states led by Saudi Arabia cut ties with and blockaded Qatar. The conflict was resolved in 2021. Since then, the six members of the GCC have worked together more closely. No doubt, rivalries and disagreements still exist. Yet Arab Gulf leaders have learned that cooperation is useful in the face of major challenges. This can be seen in the recent collaborative diplomatic approaches toward Syria and the U.S. A second lesson comes from the broader Middle East. Key issues are often interdependent, particularly the status of Palestinians. Hamas’ attack on Israel, and the resulting destruction of much of Gaza, resurfaced the deep popularity across the region of addressing Palestinian needs and rights. The monarchs of the Arab Gulf would like to maintain their unchallenged domestic political status while expanding their influence in the Middle East and beyond. However, even when Gulf leaders wish to be done with the region’s challenges, those challenges are not always done with them. Isabella Ishanyan, a UMass Amherst undergraduate, provided research assistance for this article.
#ExpertSpotlight: The Day That Redefined America: 9/11 and Its Lasting Impact
September 11, 2001 marked a pivot in American history—a day when the nation’s sense of safety was shattered, and its collective identity reshaped. The attacks triggered sweeping changes in security, government authority, social behavior, and even cultural cohesion. Today, the legacy of 9/11 lives on in how we remember, govern, and connect. A Nation in Shock—and Unity On that fall morning, the U.S. witnessed a tragedy that killed nearly 3,000 people and devastated the nation’s psyche. In the immediate aftermath, grief turned into solidarity—as most Americans tuned into televised coverage, felt sadness, anger, and fear, yet paradoxically came together in an extraordinary show of patriotism and trust in institutions. In the months that followed, confidence in government reached levels unseen in decades—fueled by mourning, resolve, and a collective desire to heal. The Rise of “Homeland Security” & Executive Power Almost immediately, the U.S. government unleashed legal and structural transformations. The USA PATRIOT Act, passed just weeks later in October 2001, significantly expanded surveillance and law enforcement powers for domestic security—raising ongoing concerns about civil liberties. Alongside this, the Department of Homeland Security was created in 2002, bringing together 22 agencies to coordinate security against future threats and reinforcing a new era of national vigilance. Economic Shock and Air Travel Overhaul The attacks triggered immediate economic consequences: U.S. stock markets plunged, airlines and insurers suffered heavy losses, and GDP forecasts were revised downward. Meanwhile, the aviation sector underwent a rapid and lasting modernization in security protocols and flight routing. Notably, Canada’s Operation Yellow Ribbon absorbed diverted flights in the chaos, highlighting international cooperation amid crisis. Legal Precedents and Global Conflict Congress quickly approved the broad-ranging Authorization for Use of Military Force (AUMF), enabling the U.S. to pursue adversaries globally—a mandate that has since been interpreted far beyond its original context, shaping nearly two decades of “forever wars.” These legal expansions—and the accompanying conflicts in Afghanistan and Iraq—signaled a new global posture that redefined American foreign policy. Remembering, Serving, and the Legacy Continues In the years since, public memory of 9/11 has evolved—from solemn remembrance to proactive service. Patriot Day, proclaimed a national day of mourning and service, now encourages millions of Americans each year to volunteer in honor of those lost and the unity felt afterward. These acts of service continue to reflect the enduring spirit of resilience and community. Connect with our experts on the history, significance, and lasting impact of 9/11 on American life and policy. Check out our experts here : www.expertfile.com
Professor Sangeeta Khorana made a Fellow of the Academy of Social Sciences
Professor Sangeeta Khorana, professor of international trade policy at Aston University, has been made a Fellow of the Academy of Social Sciences Fellows are elected for their contributions to social science, including in economic development, human rights and welfare reform The 2025 cohort of 63 Fellows will join a 1,700-strong Fellowship with members from academia, the public, private and third sectors. Professor Sangeeta Khorana, professor of international trade policy at Aston University, has been made a Fellow of the Academy of Social Sciences as part of the Autumn 2025 cohort. The 63 new Fellows have been elected from 39 UK organisations, comprising 29 higher education institutions, as well as think tanks, non-profits, business, and from countries beyond the UK including Australia and China. The Academy of Social Science’s Fellowship comprises 1,700 leading social scientists from academia, the public, private and third sectors. Selection is through an independent peer review which recognises their excellence and impact. Professor Khorana has more than 25 years of academic, government and management consulting experience in international trade. She has worked for the Indian government as a civil servant and on secondment to the UK Department for Business and Trade. Her expertise includes free trade agreement (FTA) negotiations and World Trade Organization (WTO) issues. As well as sitting on various expert committees, Professor Khorana is an advisor on gender and trade to the Commonwealth Businesswomen’s Network in London and serves on Foreign Investment Committee of the PHD Chambers of Commerce and Industry, India. The Autumn 2025 cohort of Fellows have expertise in a range of areas including educational inequalities, place-based economic development, human rights protection, the regulation of new technologies, and welfare reform, highlighting the importance, breadth and relevance of the social sciences to tackling the varied challenges facing society today. As well as excellence in research and professional applications of social science, the new Fellows have also made significant contributions beyond the academy, including to industry, policy and higher education. Professor Khorana said: “I am deeply honoured to be elected a Fellow of the Academy of Social Sciences. This recognition underscores not only the importance of international trade policy as a driver of inclusive and sustainable growth, but also the role of social sciences in shaping fairer and more resilient societies. At Aston University, my research seeks to bridge academia, government and industry to inform evidence-based trade policy for global cooperation. I am proud to contribute to the Academy’s mission of demonstrating how social science knowledge and practice can address some of the most pressing challenges of our time.” President of the Academy, Will Hutton FAcSS, said: “It’s a pleasure to welcome these 63 leading social scientists to the Academy’s Fellowship. Their research and practical applications have made substantial contributions to social science and wider society in a range of areas from international trade policy and inclusive planning systems through to innovative entrepreneurship and governing digital technologies. We look forward to working with them to promote further the vital role the social sciences play in all areas of our lives.”
Are you ready for some football?
From its modest beginnings in the late 19th century to becoming America’s most-watched sport, professional football has not only entertained generations but also transformed communities, economies, and culture. Today, the National Football League (NFL) stands as a global brand, symbolizing both the triumphs and tensions of American life. Early Beginnings Professional football took root in the 1890s, when athletic clubs in Pennsylvania began paying players under the table. In 1920, a group of teams formed the American Professional Football Association, later renamed the NFL in 1922. Early decades were marked by instability, but the league grew steadily, and by the 1950s, with the rise of television, football began capturing national attention. The 1958 NFL Championship Game—dubbed the “Greatest Game Ever Played”—cemented football as America’s sport of the future, setting the stage for the AFL-NFL rivalry of the 1960s and the eventual Super Bowl, first played in 1967. Economic Impact Football is now one of the most powerful economic engines in American sports. The NFL generates more than $18 billion annually, with billions flowing into local economies through stadium construction, tourism, and broadcasting rights. Super Bowl weekend alone can inject hundreds of millions of dollars into host cities. The game has also reshaped industries—from sports broadcasting and advertising to fantasy leagues and legalized sports betting. It drives sponsorships, merchandise sales, and jobs connected to media, hospitality, and infrastructure. Social and Cultural Significance Football’s reach extends beyond the field. It has served as a stage for some of America’s most important social conversations—from racial integration in the 1940s, to gender roles in sports media, to the modern debates over player safety and activism. Figures like Jackie Robinson in baseball broke barriers, but in football, trailblazers such as Kenny Washington (first African American to reintegrate the NFL in 1946) helped reshape opportunity and inclusion. In more recent years, high-profile advocacy by players on issues ranging from racial justice to mental health has placed the sport squarely in the middle of national debates. At the same time, concerns about concussions and long-term health risks have fueled public dialogue on workplace safety and medical ethics, echoing issues seen across many industries. A Lasting Legacy Football is more than a game. It has become a unifying tradition—whether through Friday night lights in small towns, college rivalries that galvanize entire states, or Super Bowl Sunday as an unofficial national holiday. Its economic and cultural significance continues to expand, reflecting both America’s passion for competition and its ongoing social evolution. Connect with our experts about the history and significance of professional football in America: Check out our experts here : www.expertfile.com
Largest Cohort in LSU History: Six Distinguished Faculty Members Named Boyd Professors
Named in honor of brothers Thomas and David Boyd, early presidents and faculty members of LSU, the Boyd Professorship recognizes faculty who bring honor and prestige to LSU through their national and, as appropriate, international recognition for outstanding achievements. Before today, only 79 faculty members from all of LSU’s campuses have ever achieved this distinguished rank. The newest cohort of Boyd Professors represent a wide variety of disciplines and hail from three of LSU’s eight campuses: LSU A&M, Pennington Biomedical Research Center, and LSU Shreveport. This group includes LSU Shreveport’s first-ever Boyd Professor, a landmark achievement for the campus and a testament to its academic distinction. As the largest group of Boyd Professors ever named at one time, this cohort underscores LSU’s rising reputation for research excellence across all of its campuses. “This is a moment of real pride for LSU. Naming six new Boyd Professors is not only historic in scale, it's a clear reflection of the extraordinary strength and momentum of our academic enterprise,” said Interim LSU President Matt Lee. “These scholars are advancing knowledge in ways that reach far beyond our campuses, and their work is helping to define LSU’s place on the national and global stage. I am especially proud to see LSU Shreveport represented for the first time, a milestone that reflects the growing excellence across our campuses. This achievement is a powerful reminder of our commitment to advancing scholarship and shaping the future through research, education, and service.” The newest Boyd Professors are: Mette Gaarde, Les and Dot Broussard Alumni Professor, Department of Physics and Astronomy, College of Science, LSU A&M John Maxwell Hamilton, Hopkins P. Breazeale LSU Foundation Professor, Manship School of Mass Communication, LSU A&M Steven Heymsfield, Professor of Metabolism and Body Composition, Pennington Biomedical Research Center Michael Khonsari, Dow Chemical Endowed Chair and Professor, Department of Mechanical Engineering, College of Engineering, LSU A&M Alexander Mikaberidze, Professor of History, Ruth Herring Noel Endowed Chair, College of Arts & Sciences, LSU Shreveport R. Kelley Pace, Professor, Department of Finance, E. J. Ourso College of Business, LSU A&M Nominations for the Boyd Professorship are initiated in the college, routed for review and support at the campus level, then considered by the LSU Boyd Professorship Review Committee, which seeks confidential evaluations from dozens of distinguished scholars in the candidate’s field of expertise. Once endorsed by the review committee, the nomination is forwarded to the LSU President and Board of Supervisors for consideration. With this distinction, a Boyd Professor’s compensation is elevated to reflect the stature of LSU’s most distinguished faculty, with a salary set at no less than the 95th percentile of full professors in comparable disciplines at peer public institutions across the southeastern United States. They also receive an annual stipend to further support their research and scholarly pursuits. Please join us in congratulating these faculty on this outstanding accomplishment.
Play, Learn, Lead: How Aston’s Gamification-Driven MBA Is Redefining Business Learning
Professor Helen Higson OBE of Aston Business School, discusses why gamification is embedded in all of the School's postgraduate portfolio of degrees Give the students something to do, not something to learn; and the doing is of such a nature as to demand thinking; learning naturally results. (attributed to John Dewey, US educational psychologist (1859-1952) Imagine you’re the CEO of a cutting-edge robotics firm in 2031, making high-stakes decisions on R&D, marketing and finance; one misstep and your virtual company could collapse. You win, lose, adapt, and grow. This isn’t a case study, it’s your classroom experience at Aston Business School in Birmingham. Imagine you’re participating in Europe’s biggest MBA tournament, the University Business Challenge, where your strategic flair and financial acumen will be tested against the continent’s sharpest minds. Then you’re solving real-world sustainability crises in the Accounting for Sustainability Case Competition, crafting solutions that could be showcased in Canada. What if you could do all this from your classroom seat, armed with only your MBA learnings, teamwork and the thrill of gamified learning. At Aston, we believe the best way to master business is by doing business. That’s why we’ve embedded active learning through games, simulations, and competitions across all our postgraduate programs. The results? Higher engagement, deeper learning, and students who graduate with confidence and real-world skills. Research says gamified learning boosts motivation, lowers stress, and helps students adopt new habits for lifelong success. As educational researchers Kirillov et al. (2016) found, “Gamification creates the right conditions for student motivation, reduces stress, and promotes the adoption of learning material—shaping new habits and behaviours.” This has led to what Wiggins (2016), calls the “repackaging of traditional instructional strategies”. In Aston Business Sschool we have long embraced this approach as a way of increasing student outcomes and stimulating more student engagement in their learning. Our Centre for Gamification in Education (A-GamE), launched in 2018, is dedicated to advancing innovative teaching methods. We run regular seminars with internal and external speakers showcasing gamification adoption, design and research and we use these techniques across the ABS in a wide range of disciplines. (We have included two examples of this work in our list of references.) Furthermore, in 2021 we published a book which outlines the diverse ways in which we use these methods (Elliott et al. 2021). Subsequently, during 2024 we redesigned all our postgraduate portfolio of degrees, and as part of this initiative games and simulations were embedded across all programmes. Why Gamification Works Through simulations like BISSIM, students step into executive roles, steering futuristic companies through the twists and turns of a dynamic marketplace. A flagship programme running since 1981, BISSIM was developed in collaboration between academics from ABS and Warwick Business School, and every decision on R&D, marketing, or HR has real consequences as teams battle each other for the top spot. After each year of trading the results are input into the computer model. The results are then generated for each company in the form of financial reports, KPIs and other non-financial results and messages. Each team’s results are affected by their own decisions and the competitive actions of the other teams, as well as the market that they all influence. This year one of our academics, Matt Davies, has been awarded an Innovation Fellowship further to commercialise the game. Competitions with Global Impact We also encourage students to take part in national and international competitions which have the same effect of developing their engagement with real-life business problems on a global scale. Beyond the classroom, Aston students represent the university in major competitions like the University Business Challenge (in which ABS had the highest number of UK teams this year) and the Accounting for Sustainability (A4S) Case Competition, for which we are an “anchor business school”. Here, theory gets stress-tested against real-world scenarios and top talent from around the globe. The result? Award-winning teams, global experience, and friendships built under pressure. At the heart of this approach is Aston’s Centre for Gamification (A-GamE), dedicated to making learning interactive, motivating, and fun. Regular seminars, fresh research, and close ties to industry keep the curriculum evolving and relevant, so students graduate ready to lead, adapt, and thrive in any business environment. Why does it matter? In a volatile, fast-paced economy, employers appreciate agility, teamwork and decisiveness. At Aston, every simulation and competition is geared towards sharpening these skills. Graduates emerge not only knowledgeable, but prepared for the job market. Engagement Our students have been embracing these opportunities. Six MBA/Msc teams developed their A4S videos, hoping to reach the final in Canada early in 2025, and three teams out of nine reached the national UBC finals. Additionally, the BISSEM simulation has just finished inspiring another group of MBA students (particularly as the prize for the winning team was tickets to a game at our local Aston Villa premiership football (soccer) club, currently riding high in the league!). Typical feedback from non-Finance specialists is that they suddenly surprised themselves during their participation in the simulation and were reconsidering the options of taking a career in Finance. It seems that our original purposes have been met – increased confidence, passion, deep learning and engagement have been achieved. To interivew Professor Higson, contact Nicola Jones, Press and Communications Manager, on (+44) 7825 342091 or email: n.jones6@aston.ac.uk Elliott, C., Guest, J. and Vettraino, E. (editors) (2021), Games, Simulations and Playful Learning in Business Education, Edward Elgar. Kirillov, A. V., Vinichenko, M. V., Melnichuk, A. V., Melnichuk, Y. A., and Vinogradova, M. V. (2016), ‘Improvement in the Learning Environment through Gamification of the Educational Process’, International Electronic Journal of Mathematics Education, 11(7), pp. 2071-2085. Olczak, M, Guest, J. and Riegler, R. (2022), ‘The Use of Robotic Players in Online Games’, in Conference Proceedings, Chartered Association of Business Schools, LTSE Conference, Belfast, 24 May 2022, p. 79-81. Wiggins, B. E. (2016), ‘An Overview and Study on the Use of Games, Simulations, and Gamification in Higher Education’, International Journal of Game-Based Learning (IJGBL), 6(1), 18-29. https://doi.org/10.4018/IJGBL.2016010102
Intangible assets now make up more than 90% of S&P 500 market value — yet many organizations still lack a dedicated executive role to manage them strategically. This is where the Chief Intellectual Property Officer (CIPO) comes in. In this expert-backed piece, J.S. Held's Chief Intellectual Property Officer James E. Malackowski, CPA, CLP, and his colleague David Ngo unpack the economic forces shaping this role, the skills CIPOs bring to the table, and why forward-thinking companies are making IP leadership a boardroom priority. What you’ll learn: • The economic forces driving the rise of CIPO leadership • How CIPOs bridge legal, technical, and commercial priorities to unlock value • The growing relevance of CIPOs in consulting, insurance, and AI-driven industries • Practical strategies for integrating IP leadership into portfolio and risk management • Why the next decade will define the CIPO’s role in corporate success With deep expertise in IP strategy, valuation, and litigation, Malackowski and Ngo offer a clear, compelling case for elevating IP leadership to the C-suite. Looking to connect with the experts? Click on their profiles to arrange an interview or gain deeper insights into intellectual property strategy, risk, and valuation. James E. Malackowski, CPA, CLP Chief Intellectual Property Officer, J.S. Held | Co-founder and Senior Managing Director, Ocean Tomo Global leader in intellectual property valuation, strategic advisory, and expert testimony. Recognized among IAM’s “World’s Leading IP Strategists” and a pioneer in IP exchange models. David Ngo Senior Analyst, Intellectual Property Disputes Financial Expert Testimony, Ocean Tomo, a part of J.S. Held Specialist in quantifying economic damages in IP disputes and valuing intangible assets, with expertise in applying economic and financial analysis to complex litigation. For any other media inquiries, contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com.
Keep kids reading all summer: Expert tips to make it fun
As July winds down, those summer reading lists might still be sitting – unopened – on nightstands. But it’s not too late to spark a love of reading that lasts well beyond the school year. University of Delaware experts Roberta Michnick Golinkoff and Rebecca Joella specialize in early childhood literacy and know how to make reading feel less like homework and more like play. “We want to make reading fun, instead of a drag or something we have to push kids to do,” says Golinkoff. “Reading with the family totally normalizes it, and if kids think their family is excited about reading, they are more likely to be excited too.” She recommends turning reading into a screen-free family ritual or reading aloud together – even for kids who already know how to read. Joella agrees. "Visiting a local library is an excellent summer activity. Many libraries have summer reading programs for children that encourage reading, so participating in one of those is a lot of fun." Books like "Llama Llama Loves Camping" can lead to a backyard campout – tent, picnic and all. Some summer favorites include "Pete the Cat: Pete at the Beach," "Summer" by Alice Low and "Beach Day" by Karen Roosa – lighthearted stories that celebrate the season and build early literacy skills along the way. Worried about the “summer slide”? Golinkoff notes the impact is often greater for children from under-resourced families. That’s why she helped create Playful Learning Landscapes, transforming everyday public spaces into interactive learning hubs. She’s also leading a global effort to provide free bilingual e-books through the Stories with Clever Hedgehog project – originally launched to support Ukrainian children displaced by war. Golinkoff is available to share insights on early literacy, summer learning and why playful education works.
Tariffs fuel global sourcing shakeup for fashion in the U.S.
Be prepared to see more Made in Vietnam or Made in Bangladesh labels on clothing in the coming years. That’s because U.S. fashion companies are rethinking their global sourcing strategies and operations in response to the Trump administration’s trade policies and tariffs, according to new research by the University of Delaware's Sheng Lu. Lu, professor and graduate director in the Department of Fashion and Apparel Studies, partners with the United States Fashion Industry Association (USFIA), on an annual survey of executives at the top 25 U.S. fashion brands, retailers, importers and wholesalers doing business globally. Members include well-known names like Levi’s, Macy’s, Ralph Lauren and Under Armour, among others. The report covers business challenges and outlook, sourcing practices and views on trade policy. “We wear more than just clothes; we wear the global economy, the supply chain and the public policies that jointly make fashion and affordable clothing available to American families,” Lu said. “We want to know where these companies source their products and what factors matter to them the most. It’s a classic question and it evolves each year.” This year’s report, released on July 31, shows tariffs and protectionist policies are the top business challenge for companies, with nearly half reporting declining sales and more than 20% saying they have had to lay off employees. This was followed closely by uncertainty around inflation and the economy, increasing sourcing and production costs, and changes in trade policies from other countries. In response, more than 80% of companies said they will diversify the countries from which they source their products, focusing on vendors in Asian countries such as Vietnam, Bangladesh, Cambodia and Indonesia. Despite the push for “Made in USA” garments, only 17% of respondents plan to increase sourcing from the U.S. Lu shared his findings in the following Q&A: What surprised you about the survey results? Two things surprised me. First, contrary to common perception, the results do not indicate that the tariff policy so far has effectively supported or encouraged more textile and apparel production in the U.S. This actually makes sense. U.S. mills are as uncertain about the tariff rates as our trading partners are. A U.S. company may manufacture the clothes here, but use yarns, fabrics and zippers from other countries. When tariffs drive up the cost of these raw materials, it reduces the price competitiveness of apparel “Made in the USA.” Many domestic factories are in a “wait and see” mode, holding back on making critical investments to expand production due to the lack of a clear policy signal. Second, I was struck by the wide-ranging impact of the tariffs, which has gone far beyond what I originally imagined. Tariffs have not only increased U.S. fashion companies’ sourcing costs but have also affected their product development, shipping and overall supply chain management. Nearly 70% of the survey respondents said they have delayed or canceled some sourcing orders due to tariff hikes. Should consumers be prepared for less variety in clothing or shortages? Later this year, we may see fewer clothing items from our favorite brands on store shelves — especially during the holiday shopping season — and many of those items may come with a higher price tag. That said, fashion companies are doing what they can to avoid passing on tariff costs across the board, as they recognize that consumers are price sensitive. Many surveyed U.S. fashion companies say they intend to strengthen relationships with key vendors as a strategic move, and there is a growing public call for U.S. companies to provide more support and resources to their suppliers in developing countries. Sustainability is a huge issue in the fashion industry, as millions of tons of textiles end up in landfills every year. Companies say they are spending less on sustainability efforts. What would you tell companies about their sustainability efforts? Our survey suggests that sustainability can open up new business opportunities for U.S. fashion companies. Respondents said that when sourcing clothing made from sustainable fibers — like recycled, organic, biodegradable and regenerative materials — they are more likely to rely on a U.S. sourcing base or suppliers in the Western Hemisphere. In other words, even if apparel “Made in the USA” or nearby cannot always compete on price with lower-cost Asian suppliers, there is a better chance to compete on sustainability. Based on what I’ve learned from our Gen Z students — who expect better quality and more sustainable products if they have to pay more, and are critical consumers for many brands and retailers — it is unwise to hold back on investments in sustainability. What do you see as the biggest takeaway from the survey? One key takeaway is that the $4 trillion fashion and apparel business today is truly “made anywhere in the world and sold anywhere in the world.” In such a highly global and interconnected industry, everyone is a stakeholder — meaning there are no real winners in a tariff war. The study is also a powerful reminder that fashion is far more than just creating stylish clothing. Today’s fashion industry is deeply intertwined with sustainability, international relations, trade policy and technology. I hope the findings will be timely, informative and useful to fashion companies, policymakers, suppliers and fellow researchers. I plan to incorporate the insights, as well as the valuable industry connections developed through my long term partnership with USFIA, in my classroom, giving UD students fresh, real-world perspectives on the often “unfashionable” but essential side of the industry. Reporters interested in speaking with Lu can contact him directly by visiting his profile and clicking on the contact button. UD's media relations team can be reached via email.
Record-breaking heatwaves are plaguing the U.S. this summer, making it difficult to stay cool. However, the scorching temperatures aren't just affecting us at the ground level — they're disrupting air travel, too, with increasing flight delays and aircraft weight restrictions. Visiting assistant professor of aeronautics Shem Malmquist, a recognized expert in aviation safety and operations, spoke with FOX 35 Orlando about how extreme temperatures can directly impact aircraft performance, particularly at high-traffic airports during the summer. "Temperatures are probably not something people think about," said Shem Malmquist, a graduate lecturer in aviation at Florida Tech. "But the delays just compound on each other. If you start getting delayed because people need more time to take breaks to stay cool, now that flight’s late, and that has a snowball effect." These limitations can affect passenger loads, cargo capacity and overall flight scheduling. As temperatures continue to climb, Malmquist warned that these disruptions could become the new normal — not just a seasonal inconvenience, but a growing challenge for the aviation industry in the face of climate change. A seasoned Boeing 777 captain and accident investigator, Malmquist has spent decades researching aircraft operations and emergency scenarios. He’s also contributed to global conversations on aviation safety policy and climate-related infrastructure resilience. If you’re covering this topic or looking to speak with an expert on the intersection of climate and air travel, Malmquist is available for interviews. Click the icon below to connect with him.
