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Sustainable development may best be achieved by enhancing the commitment of local communities. Stewart and Hams (1991) argue that the requirements of sustainable development cannot merely be imposed but that active participation by local communities is needed. However, the terms ‘community’, ‘host community’ and ‘participation’ can be interpreted in a myriad of ways. Before entering a full discussion of host community participation in tourism planning, it is first necessary to explore the various potential interpretations of these terms and to define their meaning and function. This chapter therefore clarifies some of the issues surrounding the terms community, host, host community and participation. The major typologies and available models in relation to host communities’ participation in sustainable planning for tourism are also reviewed.

Urban logistics pooling is seen as a serious alternative to imposed urban consolidation centers. However, such strategies are quite new in urban distribution and merit to be evaluated using adapted methods that take into account the group decision nature of resource pooling. This chapter aims to propose, via an experimental collaborative decision support method, to define a grid of indicators and a reference situation database to measure the sustainable performance of urban logistics pooling systems.

The proposed methodology combines a systematic literature analysis of Key Performance Indicators and a group decision support method to choose a suitable set to define a dashboard. First, we identify the main sustainability indicators from an overview of the literature, and class them into the categories of the 4As Sustainable Transport vision (i.e., Awareness, Act and shift, Avoidance, and Anticipation). Then, a group of 20 experts is solicited for an iterative experimental group decision-making method to converge to the concordance of a set of indicators.

The method allowed us to define a hierarchic dashboard agreed by all experts with seven main indicators and nine secondary indicators. Moreover, the experts signaled the need of defining a unified basis of comparison to estimate initial situations. To do this, we proposed a database of urban routes from the French Surveys on Urban Goods Transport.

The proposed dashboard is an example, and to provide a more unified one, the experience has to be iterated using different groups of decision-makers.

This method has the advantage of proposing a dashboard agreed by all involved stakeholders. Therefore, this chapter shows the patterns to reproduce it since the method is able to be replicated in any context of group decision in urban logistics.

The originality of the chapter arises on the use of an experimental group decision method using a group with a majority of practitioners, and to validate it by consensus.

In this final chapter, we explore the ever-evolving 21st century landscape where ethics drive community development toward resilience and progress. Drawing inspiration from the subheadings mapping our journey, we traverse international case studies spanning Canada, Brazil, Sweden, Kenya, China, Australia, Antarctica, and India. Through these global insights, we uncover the impacts of dynamic forces on communities worldwide, navigating ethical dilemmas and opportunities. We present strategies tailored to diverse continent-specific needs, explore inclusive governance models, and highlight the transformative power of ethical engagement. This journey underscores the vital role of resilience and concludes with a global call to embrace ethical approaches for inclusive community development and a sustainable future.

Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.

Over the past decade the policy debate over improving U.S. public education has focused on market solutions (charter schools, privatization, and vouchers) and teacher evaluation through high stakes standardized testing of students. In this debate, teachers and their unions are often characterized as the problem. Our research offers an alternate path in the debate, a perspective that looks at schools as systems – the way schools are organized and the way decisions are made. We focus on examples of collaboration through the creation of long-term labor-management partnerships among teachers’ unions and school administrators that improve and restructure public schools from the inside to enhance planning, decision-making, problem solving, and the ways teachers interact and schools are organized. We analyzed how these efforts were created and sustained in six public school districts over the past two decades, and what they can teach us about the impact of significant involvement of faculty and their local union leadership, working closely with district administration. We argue that collaboration between teachers, their unions, and administrators is both possible and necessary for any meaningful and lasting public school reform.

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.