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The paper suggests moral imagination as an approach to picture sustainable scenarios in the food industry, which are based on knowledge sharing among stakeholders and knowledge management. This can lead to a wider awareness, consequently a deeper understanding and finally more sustainable behaviors and choices in the food sector.

The research paper analyzes the relevant literature on sustainability, stakeholder theory, knowledge management and moral imagination. It proposes a moral imagination process and provides some cases to clarify its applicability.

Inter-stakeholder shared knowledge and consequent knowledge management can lead to the projection of more aware sustainable scenarios over time, overcoming a short-sighted or partial vision. The process of moral imagination can be an approach and tool for coping with sustainability-related critical issues, challenges and dilemmas in the food sector.

The article is a research paper, but the suggested process of moral imagination intends to provoke further reasoning and contributions to moral imagination and the stakeholders' role, responsibility and awareness related to sustainability in the food industry.

Even if theoretical, the paper can have well replicable managerial implications and applications in the design of sustainable scenarios in the food sector overcoming the asymmetries and bias. In particular, it is very useful conceiving the choices and outlining the behaviors upon which the firm's actions are based.

The article considers the broad spectrum of sustainability and its wide global reflection as well as the role of all stakeholders without a solely strategic focus and implications.

The paper examines aspects of not-for-profit leadership and in particular the importance of values in such leadership.

Drawing on the literature for leadership in charities, not-for-profits and social enterprise, the paper also uses two detailed case studies to illustrate dilemmas and challenges specific to the not-for-profit sector. These examples are the Salvation Army and Emmaus, both of which are found across many countries.

The paper identifies the importance of value sets in not-for-profits – in particular the voluntarist element that especially distinguishes these organisations from those in the private and public sectors. However, it also identifies common ground between some aspects of not-for-profit leadership and those other sectors.

The paper furnishes a composite of literature on leadership reinforced by detailed case studies as well as observations on characteristics that both link and separate leadership in the different sectors.

The purpose of this paper is to examine the impact of the Royal National Institute for the Deaf (RNID), a major UK third sector organisation, on public sector provision. The case examined is that of auditory services (in effect the nature of assessment and provision of hearing aids in England).

The approach is that of a case study of the actions and approach of the RNID and their engagement with the public sector, in particular with the UK National Health Service.

The case study shows the very considerable impact, which the RNID had in effecting a dramatic improvement in the quality of the service offered through the move to digital hearing aids and through the improvement of the audiology services themselves. The RNID, through using its expertise, also succeeded in achieving a huge reduction in the unit cost of digital hearing aids. A value chain approach is utilised to examine the effect of the RNID.

The case study furnishes an account of impact on a national level in a key service. It shows how a third sector organisation can use expertise to leverage impact using public sector resources. It shows that even with very large government purchases a key factor is specific knowledge, which if possessed by a third sector organisations, can be used to major effect.

The case study demonstrates impact and the effective operation of a cross‐sectoral partnership. One of the authors (Lamb) is closely involved from the organisational perspective.

William Beveridge talked about the five evils that he felt confronted society. He listed them as want, idleness, squalor, ignorance and disease. He was writing before the end of the World War II at a time of anxiety, uncertainty and expectation (Abel-Smith, 1992). The post war welfare state and the growth of prosperity would arguably have served to resolve some of the evils listed by Beveridge. The absolute poverty that he referred to is no longer as prevalent and education is now a legal requirement and funded by the state at least up to school leaving age.

Do public managers’ religious beliefs and behaviors affect their work and their work-related attitudes? There is almost no empirical work on the topic. Questionnaire data (n=765) drawn from the National Administrative Studies Project-III11The data are drawn from the National Administrative Studies Project-III. is used to test hypotheses about the impacts of U.S. public managers’ religiosity and political activity, on work attitudes. Multiple regression shows that religious public managers tend to have a stronger orientation toward job security. Public managers who are members of political organizations are somewhat less oriented to security and have more negative views about their organization and fellow employees. Controls introduced into the model do not change these findings.