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As the consumer-centric approach is evolving in the 21st century, especially in the post-COVID-19 era, people seek unique experiences. Adopting co-creation in promoting a destination implies involving tourists, stakeholders and organisers in creating value for a product or service. The innovative strategy of co-creating experiences encourages tourists' engagement, leading to destination promotion. Some notable examples of co-creation in tourism are gastronomic tours, virtual tours and travel guides. This chapter aims at the significance of co-creating experiences at events that lead to destination promotion. Co-creation of experiences at events brings the spotlight from the stage to the audience and is considered the future of the experience economy. The study presents a case study of Jal Mahotsav in Madhya Pradesh, India. The study highlights the multi-stakeholder approach adopted by the authorities to co-create the event experience.

In recent years, international bodies and public opinion have recommended that governments adopt social responsibility practices to inform and be accountable to citizens about their sustainability actions in environmental, social and economic fields (Galera et al., 2014) and restore citizens' confidence in public authorities (Crane et al., 2008; Shepherd et al., 2010). This chapter reviews the literature on measuring and reporting sustainable performance in the public sector. Analyzing 35 studies published in a period of 10 years (from 2012 to 2021), we address two specific research questions: How and to what extent have public organizations changed to integrate sustainability reporting (SR) systems? What are the enabling organizational factors in adopting SR in public organizations?

The purpose of this book chapter is to examine how sustainable developmental goal (SDG) implementation for sustainability transformation can be driven by the business practice of a multinational enterprise (MNE). It concerns sustainability transformation that takes place in complex environments with the engagement of different types of stakeholders from various organizations and domains. The chapter focuses on inclusive stakeholder orientation to move from a firm-centric to a societal perspective grounded in an ethical, macro-oriented, and network philosophy. The transformation is embedded in the global transformation agenda, the UN 2030 agenda, with its 17 SDGs. In this chapter, the authors assess MNEs’ role in implementing the SDGs by conceptualizing sustainability transformation practice in a business context of IKEA grounded in circular economy and circular society thinking. Implementing the SDGs strengthens the “challenge-driven transformative change.” Based on the theoretical and conceptual framework, the authors have constructed a matrix and contextualized the case of IKEA. It results in a descriptive analysis of MNE SDG implementation for sustainability transformation. The chapter has contributed a general model for a sustainability transformation practice in a business context embedded in circular economy and circular society thinking, which can utilize for challenge-driven transformative change. The new model has been redesigned for its new purpose. The model is constructed based on a new theoretical and conceptual framework and from the context of IKEA as a MNE acting as a globally integrated enterprise with a circular and societal transformation focus.

Purpose: Process innovations are becoming increasingly significant in a changing digital society. The goal of this study is to focus on the service industry, particularly on how this sector has lately been influenced by sustainable development and digitalisation. The main focus will be on education. The cohabitation of three aspects (innovation, digitalisation, and sustainability) is declared as a fact in the competitive landscape.

Methodology: This study uses a multi-case approach emphasising the new system of processes in educational institutions in Canada, Ontario. These case studies are relevant to exceptional results consistently produced by various educational institutions.

Findings: The Waterloo region is known as a digitalisation triangle in Canada. Personal experiences and research findings serve as an example of the value of the global digitalised economy as a partnership principle in the educational and entrepreneurship fields.

Significance: The obtained experience and the attempt to share the knowledge and results of this work and research will be useful in future for other academic environments, cities, and countries.

Practical Implications: Cohesion between the purpose of this study and practice is explained as a need to see educational institutions as an important factor of innovation and economic development. In this case, the author shows how this successful case of Ontario, Canada created a stronger base for competitiveness and economic growth.

The very soul of cultural and arts entrepreneurship (CAE) is aesthetic. However, what is the importance of being aesthetic in CAE? An understanding of aesthetics substantially improves both our comprehension of CAE and our capacity to theorise about entrepreneurship and creative industries. Furthermore, when seeking to understand CAE, the authors expand their knowledge about aesthetics, an ordinary but complex and neglected kind of knowledge. The authors mobilise three perspectives in organisational aesthetics theory (sensible knowing, connection, and judgements) to develop and propose initial ways to connect aesthetics to CAE. These perspectives help to explore and explain the vital importance of aesthetics in CAE and its innovation process. Aesthetics is a source of innovation in CAE, and the authors propose to perceive entrepreneurial innovations as aesthetic learning, persuasion, and flow.

This chapter reviews the key findings and innovation leadership insights from this book, as well as pointing out directions for future research. We find a series of learning insights for people engaged in innovation leadership, at the distinct levels of self-leadership, team leadership, organisational leadership, and ecosystem leadership. We also find commonalities across these levels, as well as differences that reflect the complexity of these different leadership arenas. Leadership practice that orchestrates contributions from diverse viewpoints, seeing itself as with the group, rather than above it, is most likely to help turn ideas into value in repeatable ways. We also find evidence that mindset, skills, and behaviours are all important in the make-up of competencies. We point to the requirement for further research at all four levels, to bring further insights in what is still an emerging field; as well as a need for more research into competency development for innovation leadership; and we advocate a research approach that emphasises relational leadership, acknowledging that most leadership practice is shared across people.

Open data are characterized by a number of economic, environmental, technological, innovative, and social benefits. They are seen as a significant contributor to the city’s transformation into smart city. This is all the more so when the society is on the border of Society 5.0, that is, shift from the information society to a super smart society or society of imagination takes place. However, the question constantly asked by open data experts is, what are the key factors to be met and satisfied in order to achieve promised benefits? The current trend of openness suggests that the principle of openness should be followed not only by data but also research, education, software, standard, hardware, etc., it should become a philosophy to be followed at different levels, in different domains. This should ensure greater transparency, eliminating inequalities, promoting, and achieving sustainable development goals (SDGs). Therefore, many agendas (sustainable development strategies, action plans) now have openness as a prerequisite. This chapter deals with concepts of open (government) data and Society 5.0 pointing to their common objectives, providing some success stories of open data use in smart cities or transformation of cities toward smart cities, mapping them to the features of the Society 5.0. We believe that this trend develops a new form of society, which we refer to as “open data-driven society.” It forms a bridge from Society 4.0 to Society 5.0. This chapter attempts to identify the role of openness in promoting human-centric smart society, smart city, and smart living.