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State agencies responsible for wildlife management and habitat preservation have historically relied on revenues generated from traditional sources, such as hunting and fishing licenses (consumptive users). This conventional funding model tends to overlook the shift in demographics and preferences toward non-consumptive activities like wildlife watching and nature tourism, as well as the indirect benefits from such activities. To address this disproportionate representation, innovative funding mechanisms are being explored throughout the Rocky Mountain West to provide avenues for inclusive conservation funding that incorporates non-consumptive users, such as recreational fees, conservation-oriented merchandizing, and co-branding partnerships with small businesses. Inspired by this methodology, initiatives like the University of Wyoming’s, “WYldlife for Tomorrow” (WFT) have been developed as an innovative approach that fosters collaboration between state agencies, businesses, educational institutions, and local communities for the purpose of creating sustainable funding streams for wildlife and habitat conservation. By responding to the evolving trends in hunting and fishing interests, this collaborative effort holds the potential to establish a sustainable model for wildlife management programs.

Effective leadership is critical in driving innovation and success in organisations, particularly in today’s rapidly changing environment. However, achieving effective leadership at all levels of the organisation can be challenging. This chapter argues that understanding how the brain functions is essential for innovation leaders to achieve positive results and higher rates of success in their projects. By analysing relevant research on neuroscientific functioning patterns and developing interventions based on these foundations, this chapter establishes that the brain’s self-organising ability and cognitive processing systems offer valuable insights for effective innovation leadership. Based on neuroscientific evidence this chapter concludes that effective innovation leadership should focus on inviting others to engaged co-creation, rather than directing others to perform specific tasks as if they were ‘a prolonged arm’. Additionally, effective innovation leadership integrates insights from information processing in the brain by providing behavioural-oriented impulses that activate the brain, enabling individuals to maintain focus, restore motivation or emotional stability, enhance mood and confidence, and increase cognitive flexibility. Evidence-based interventions range from structured breaks to powernapping and walking. The importance of self-leadership is stressed throughout the chapter. By deriving solutions from an understanding of how the brain functions, interventions that may have been known for a long time can become evidence-based and optimised for use in organisations. Future research could explore the intersection of neuro- and behavioural science with leadership to further innovate organisational principles.

“First principles” of international business (IB) thinking should be applied systematically when assessing the functioning of internationally operating firms. The most important first principle is that entrepreneurially oriented firms seek to create, deliver and capture economic value through cross-border linkages. Such linkages invariably require complementary resources from a variety of parties with idiosyncratic vulnerabilities to be meshed. Starting from first principles allows bringing to light evidence-based insight. For instance, most companies are not global and even the world’s largest firms rarely change the location of key strategic functions. International new ventures (INVs), emerging economy multinational enterprises (MNEs) and family firms face unique vulnerabilities but also command resources that can be used to create value across borders. The quest for “optimal” international diversification appears to be a futile academic exercise, and in emerging economies with institutional voids, relational networks – and more broadly, informal institutions – are unlikely to function as scalable substitutes for formal institutions. In global value chains (GVCs), many lead firms and their partners have been able to craft governance mechanisms that reduce bounded rationality and bounded reliability challenges, and it is also critical for them to use governance as a tool to create entrepreneurial space. Finally, many of the world’s largest companies have been on successful trajectories toward reducing their climate change footprint for a few decades. But these firm-specific trajectories are fraught with challenges and cannot just be imposed via unilateral, macro-level targets decided upon by individuals and institutions lacking a clear understanding of innovation and capital expenditure processes in business.

This chapter analyzes the efficiency levels of a circular economy (CE) with an emphasis on transaction costs. It examines the governance aspect of CE activities in comparison to the predominant linear value creation. Extant CE research in business studies tends to be descriptive and lacks a theoretical foundation, particularly in understanding CE management. Transaction cost theory explains efficiency in economic organizing, lending itself to the study of arrangements that maximize resource efficiency at continued economic virtue. The conceptualization proposes that CE transaction costs are greater than those within the linear economy (LE), primarily due to the uncertainties about reciprocal dependencies, looping material complexities, exchanging novel information, and increased contracting efforts. Geographically bounded and institutionally homogeneous CE initiatives may curb these rising costs. By bringing efficiency concerns into CE analysis, the chapter demonstrates the applicability of transaction cost theory and highlights CE relevance to international business by pointing out spatial choice implications.

Various mass shooters have explained their violent actions as a response to failing at dominant forms of masculinity, including rejection from women and negative social comparisons to other men. The affect control theory of self (ACT-Self) posits that interactions that violate one's sense of self cause inauthenticity. This disequilibrium motivates behaviors that restore self-meanings, which may partially explain the link between challenges to the self and compensatory violence.

In Study 1, we use ACT-Self to examine the relationship between inauthenticity, violent fantasies, and physical aggression in the autobiography of one mass shooter. We quantify self-sentiments and inauthenticity using ACT-Self measures and methods, and perform a thematic analysis of the shooter's interpretations of and responses to disconfirming events. In Study 2, we examine the relationship between these same concepts in a survey of 18-to-32-year-old men (N = 847).

Study 1 shows that the shooter's inability to achieve popularity, wealth, sex, and relationships with beautiful women (compared to other men) produced inauthenticity that he resolved through violent fantasies, increasingly aggressive behavior, and ultimately, mass violence. Study 2 finds that inauthenticity arising from reflected appraisals from women predicts self-reported violent fantasies and physical aggression in a convenience sample of men in emerging adulthood.

This work leverages a formal social psychological theory to examine the link between self-processes and violence. Our findings suggest that men's inauthenticity, particularly produced by reflected appraisals from women, is positively associated with violent fantasies and acts. Further work is needed to assess whether this relationship is causal and for whom.