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This chapter explores socio-political networks and cross-sectoral co-operation in the context of solving environmental problems in an emerging economy: Russia. The aim is to shed light on key success factors of cross-border co-operation involving public, business and third-sector actors. The case study on protecting the Baltic Sea analyses a Western–Russian partnership between a Finnish non-governmental organisation and a Russian water utility and its embeddedness in business and socio-political networks. We conclude that key factors of success in this case were the successful timing of the NGO's initiative, the historic platform of Finnish-Russian co-operation in the area of clean water, and the gradual building of the actors’ social networks and legitimacy. The chapter contributes to the embryonic area of CSR studies in the emerging market context and extends the legitimation, trust-building and commitment model (Hadjikhani, Lee, & Ghauri, 2008) to the context of CSR in contemporary Russia.

The aim of this chapter is to investigate the different business co-operation mechanisms within two different Portuguese industries, with particular regards to the nature of the industry and to the places in which these industries are embedded.

This chapter uses qualitative data to explore the mechanisms associated to forms of business co-operation in enterprising places.

Manufacturing industries require a particular location of activities and, in many cases, these firms cluster in local productive systems. In such cases, co-operation mechanisms assume particular forms. Production is a critical business activity in traditional manufacturing industries, while its relative importance is smaller for other industries.

The findings obtained in this research do not allow generality of the results. However, it provides an in-depth explanation of the mechanisms of business co-operation taking place in enterprising places and elsewhere.

This chapter compares two contrasting Portuguese industries, allowing to suggest that some of the business co-operation mechanisms are particular of certain business contexts. It contrasts a manufacturing, traditional and geographically concentrated industry (furniture) with a service-based, modern and geographically dispersed industry (events organisation). In addition, it allows to gain insights on the evolution of business co-operation as it uses data collected from two different generations of entrepreneurs within the furniture industry.

The management of competences in interorganizational relations refers to two fundamental domains in strategy: competence and co-operation. Thus, it constitutes an area of research which is at one and the same time complex and promising. The synthesis presented in the form of a literature review in this article allows us to look at the current state of approaches in the management of competences in interorganizational relations in the context of the resource-based view and the competence-based management perspective. We then propose a model based on two dimensions: the first is defined by the nature of the relationship (considered to be a space where either co-operation or competition predominates) and the second by the actions taken on the competences in the context of the relationship (oriented either towards creating new competences or leveraging existing ones).

This chapter addresses the question how entrepreneurial synergies can be stimulated in places by leadership and network governance in the context of the knowledge economy. The chapter not only analyses the role of leadership in a regional case in the Netherlands, but also assesses to what extend place-based characteristics play a role.

The chapter is based on a case-study-analysis of the region Brainport Eindhoven. Data were collected via 27 interviews in 2 rounds (in 2008 and in 2012), and retrieved from academic literature, case documents and governmental plans.

This chapter shows the importance of knowledge leadership in creating entrepreneurial synergies in the region Brainport Eindhoven. Entrepreneurial synergies is defined here as the creation of governance conditions and a context for effective entrepreneurial activities and regional co-operation between entrepreneurs, to enhance innovation. The socio-spatial quality of this place, path-dependency and the establishment of a regional regime explain the clustering of high-tech firms in a context of pro-active policy support, embedded in a cultural tradition of public–private co-operation. Key-persons of the private sector, science, and government enabled the development by taking initiative, co-operating, framing issues and aligning people around the agenda of Brainport.

The chapter gives insights on how leaders can enhance entrepreneurial synergies rooted in place-based assets and characteristics, by using network power, resources, ‘windows of opportunity’ and by linking ideas, inspiration and individuals from different strands of the triple-helix.

Revealing normative leadership lessons – how leadership is enacted in ‘everyday’ practice – may also allow us to explain, at least to some limited extent, why some localities are able to adapt to the ever changing social and economic conditions of the modern world, and are successful in creating entrepreneurial synergies. Beyond this, deeper critical appreciations provide us with insights into the interplay between leadership, power and resources – and shed light on the questions of why and for whom economy and society are ‘organised’, in different places and at different times.

The chapter offers new insights in the importance of place and the leadership dimension in the context of the continuing debate around the effectiveness of sub-national economic development policy for the so-called ‘knowledge era’.

This chapter shares with readers the author's reflections on the process of deciding upon and carrying out research using a single case study. The purpose of the research was to understand the nature and dynamics of co-operation in destination marketing and to contribute to the development of a relevant theoretical framework for the study of co-operation in destination marketing. Fig. 1 summarises the process used to carry out this study; each stage of this process is further elaborated upon in the chapter. The chapter concludes with the author's reflections on what has been learned from this project about the joys and perils of case study research.

Innovation thrives during crises. Covid-19 gives one such opportunity to the pharmaceutical industry. Product innovation gives an opportunity to beat the pandemic. However, process innovation using the concept of co-opetition can help the pharmaceutical industry create a win–win for the market and the industry. This chapter covers co-opetition strategies that pharmaceutical sector can follow to help the customers and marketers win this game. The chapter looks at various co-operation-based strategies including co-operation by division of markets, co-operation by sharing of distribution, co-operation through patent waivers and co-operation with complementary goods manufacturers. After the co-operation, comes competition. The chapter considers duopoly as a means to help divide the market for all to co-exist.

In 2004 a military agreement between the US and the Paraguayan government with the objective of strengthening the democratization process in this South American country came into effect. With immunity granted to the American forces, both armed forces carried out humanitarian operations and joint exercises. These joint exercises were principally concerned with combating local insurgent and terrorist groups. Paraguay's geo-political position in South America with its important natural resources and the existence of strong social movements in the country leave the observer to doubt the underlying reasons and hence the positive effects of democratization in the face of the disputable practices of the military. This article analyzes the short-term impact on civil society.

In the last decade, the speed and intensity with which regional level connections are expanding in all areas of the world has been remarkable. Higher education in Africa is no exception. This chapter focuses on African policies and programme initiatives to further higher education regionalization. Regionalization is defined as the process of ‘building closer collaboration and alignment among higher education actors and systems in a designated area or framework, commonly called a region’. An analytical framework, consisting of functional, organizational and political approaches, is applied to the evolution of higher education regionalization at the continental level in Africa through a close examination of the progress related to the implementation of the “African Union Strategy for the Harmonization of Higher Education Programmes.” Special emphasis is given to the harmonization of degree structures and the recognition of qualifications through sub-regional qualification frameworks. Key issues and challenges such as rationales, governance, benefits and risks, unintended consequences, language, engagement for all and innovation are raised at the end of the chapter to stimulate further reflection and exploration of the complex process of higher education regionalization.