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In 2023, the Leadership Pulse project will have been running for two decades. Since the inception of the program, we have engaged thousands of leaders around the world to quickly learn from them via short pulse surveys conducted multiple times per year. This chapter is the first overall discussion of what we learned during the last 20 years about leader energy, energy flow, predictors of energy, and outcomes of energy, which have been focused on individual and firm-level performance. Over the years, we learned that leaders are not immune to personal energy challenges; in fact, we find that their energy is continually tested by extreme demands within and outside their organizations. Also, we learned that there are solutions for helping leaders manage their energy better, and these do not have to be expensive, outsourced programs. In this chapter, we review key findings from the data and hope to help leaders continue learning to help themselves, their employees, customers, and the organizations they work in overall. I also will review three different interventions that we found to help leaders and employees work and stay at their best and enhance overall organizational goals and outcomes.

Factors of production (labour, land, capital), technology and technical progress are usually cited as the main sources of economic growth and development. However, there are a number of other factors that have a significant impact on the possibilities and extent of their use or their further improvement and development. These factors undoubtedly include the institutional environment, within which corruption is also a consideration. In this chapter, attention will be focused on the various institutional variables that are used to assess the quality of a country's institutional environment, including corruption. A number of studies have shown that a quality institutional environment and low levels of corruption are prerequisites for long-term economic growth. Using an analysis of individual indicators of the Worldwide Governance Indicators (WGIs), published annually by the World Bank, supplemented by the Corruption Perception Index (published by Transparency International), we look at where Czechia has moved over the last decade or two in terms of institutional quality and corruption.

Organizations desire more accurate cost systems as competition increases, and consequently increase cost system complexity, as cost systems with greater complexity are potentially more accurate than simpler systems. However, even complex systems are prone to impactful inaccuracies, for example, due to design or calculation issues, that can adversely affect decision-making and firm performance. The authors investigate whether and the extent to which cost system complexity and competition decrease managers’ attribution of cost-system-driven adverse firm effects to the cost system. The authors find greater cost system complexity (by inspiring greater confidence in the cost system) and higher competition (by providing a plausible external cause) decrease managers’ attribution of cost-system-driven adverse firm effects to the cost system. With both greater cost system complexity and higher competition, managers observing signals of material cost inaccuracies are potentially the least likely to attribute cost-system-driven adverse firm effects to the cost system.

Supporting students transitioning from high school into college continues to be a challenge for academics and policy-makers. Composition assignments that include Kuh’s (2008) High Impact Practices (HIP) and the Association of American Colleges and Universities (AAC&U) rubric and HIP tenets of Civic Learning and Community Engagement (Fig. 1), help foster opportunities for empathy, which develops students’ abilities to think critically, write well, and succeed in college and beyond. While effective college teaching and instruction are necessary, increasing enrollments, and increasing percentages of First-Year Composition (FYC) students requiring supportive composition courses compound the difficulties of the effort. According to AAC&U, “a global community requires a more informed, engaged, and socially responsible citizenry” (2009, p. 1; Finley & McNair, 2013). In other words, educators and employers believe that “personal and social responsibility should be core elements of a 21^st-century education” (AAC&U, 2009, p. 1). This conceptual content analysis study framed by HIP analyzed 10 FYC syllabi from different composition faculty at one urban Hispanic public four-year university (SMU) in Southern California during the 2015–2016 academic year in the context of the university’s mission statement embracing Civic Learning and Community Engagement for FYC students.

This chapter aims to study the impact of the COVID-19 pandemic on the inequality in countries, define it as a new conflict for sustainable development, and determine the prospects of conflict management. This chapter is based on the Theory of Conflicts and such methods as analysis of variations, trend and regression analysis, and simplex method. It is found that the variation of the COVID-19 case rate in the developed (by the example of G7) and developing (by the example of BRICS) countries was very high (140.99%). The variation of the COVID-19 death rate is lower, but it remains rather high (63.29%). The economic growth rate for the whole sample of countries under the influence of the COVID-19 pandemic reduced by 404.16% in 2021, while the quality of life reduced by 1.86% on average. The COVID-19 pandemic increased the inequality in countries, thus creating a new conflict of sustainable development. The perspectives of conflict management of sustainable development are connected to the improvement of the practice of using digital technologies, which helps to reduce the inequality in countries. By the example of the COVID-19 pandemic in 2020, the offered recommendations would have allowed reducing the decline of economic growth rate by 95.01% and preventing the decline in quality of life.

Introduction: Today the ability of nations to develop and implement innovations is core for their international competitiveness. Ukraine is striving for innovation progress; however, its innovation performance is relatively low. The research problem is to find the bottlenecks, affecting Ukraine’s innovation capability.

Purpose: This study aims to research the national innovation capability profiles, based on cluster analysis, to develop an understanding of drivers and threats for the innovation capability of Ukraine.

Need of the study: The knowledge-based economy, which had already turned into one of the most efficient developmental models of the 21st century, became a key driver of international competitiveness for the leading developed countries due to their progressive structural shifts towards the growth of high-technology manufacturing and knowledge-intensive sectors. These trends are significant to capture for the sake of increasing the innovation capability of the economy of Ukraine.

Methodology: The study is based on the K-means clustering method, which is employed for identifying 10 country clusters based on the indicators of their R&D and innovation activities, which allowed us to assess the innovation capability of Ukraine in comparison with 140 countries of the world. Data selection and normalisation were based on the 2019 Global Competitiveness Report indicators.

Findings: The study showed that Ukraine’s innovation capability problems are typical for most developing countries and are prevalently connected to low R&D expenditures, patent applications, and international co-invention activities. Most countries, except for the technologically developed ones, follow the so-called ‘passive technological learning’ strategies, which usually result in low economic productivity.

Practical implications: Several innovation policy implications have been developed for the government of Ukraine based on the cluster analysis results and accounting for the problems of the national innovation system (NIS).

To create and sustain a resource-based competitive advantage, managers acquire and develop specialized resources as they grow their firms. The authors argue that an important part of committing to a resource-based strategy is a willingness to keep spending on specialized resources during periods when sales and profits are down. The authors seek to validate this conjecture by examining whether such resource-based commitment to a customer-centered strategy results in improved customer satisfaction. The authors use the stickiness of selling, general, and administrative (SG&A) expenses to capture this commitment empirically. The authors first document that future customer satisfaction is positively associated with SG&A cost stickiness, consistent with the premise that the retention of specialized SG&A resources during low demand periods helps firms to build and maintain relationships with customers over time. Next, the authors test whether expected future benefits of customer satisfaction are enhanced when SG&A cost stickiness is higher. The authors find that the positive relation between Tobin’s Q and customer satisfaction is positively moderated by SG&A cost stickiness. Finally, the authors test whether earnings persistence, a quality of earnings associated with sustained performance over time, is positively associated with the interaction between customer satisfaction and SG&A cost stickiness. The authors find that it is. Their evidence supporting these predictions is consistent with the conjecture that resource-based commitment reflected in cost stickiness is an important dimension of creating and sustaining a resource-based competitive advantage.

This chapter builds upon the analysis of the last chapter, as fans have to deal with the issues that arise from their team’s financial superiority. Here, we question what happens when that financial superiority is accompanied by significant moral and ethical issues. Recent involvement of state actors in the ownership of English football has been evidencable and occasionally appears clear. Various reflexes and cognitive distancing occur from fandoms when football club ownership engages in practices that, according to the normative models that fans ascribe to their clubs, are mutually exclusive with the values of the fanbase and the club’s history. A common form of fan reflex often takes the form of distancing the players on the pitch from the club’s institutional structures, effectively teasing out the matchday experience from the structures that benefit from the raw emotion it generates. Another reflex is questioning why the fan should surrender their club when a morally, ethically problematic ownership model has acquired it. Here we have perhaps the greatest challenge to the normative model and, rather than negotiating that tension, as often as not the response is to try and ignore it.

Diffusion studies investigate the propagation of behavior, attitudes, or beliefs across a networked population. Some behavior is binary, e.g., whether or not to install solar panels, while other behavior is continuous, e.g., wastefulness with plastic. Similarly, attitudes and beliefs often allow nuance, but can become practically binary in polarized environments. We argue that this property of behavior and attitudes – whether they are binary or continuous – should critically affect whether a population becomes homogenous in its adoption of that behavior. Models show that only continuous behavior converges across a network. Specifically, binary behavior allows local convergence, as multiple states can be local majorities. Continuous behavior becomes uniform across the network through a logic of communicating vessels. We present a model comparing the diffusion of both types of behavior and report on a laboratory experiment that tests it. In the model, actors have to distribute an investment over two options, while a majority receives information that points to the optimal option and a minority receives misguided information that points toward the other option. We predict that when adjacent persons receive misguided information this can hinder convergence toward optimal investment behavior in small networked groups, especially when subjects cannot split their investment, i.e., binary choice. Results falsify our theoretical predictions: Although investment decisions are significantly negatively affected by local majorities only in the binary condition, this difference with the continuous condition is not itself significant. Binary and continuous behavior therefore achieve comparable incidences of optimal investment in the experiment. The failure of the theoretical predictions appears due to a substantial level of error in decision-making, which prevents local majorities from locking in on a suboptimal behavior.