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The chapter provides a case study of the strategic-level employee involvement (EI) program at a high-performance company, Delta Air Lines. EI at Delta – probably the most extensive in breadth, depth, and representational structure for nonunion workers at an American company – extends from shop floor to board room. Attention here is on the board component: a group of five peer-selected employees called the Delta Board Council (DBC) which has a nonvoting seat on the board of directors and participates in a wide range of strategic decisions and roles. The chapter discusses why this kind of representational EI group, although widespread up to the 1930s, is now quite rare in the United States. The main part of the chapter focuses on the structure, purpose, and accomplishments of the DBC, presented through a question and answer (Q&A) interview with a founding DBC member. Provided are numerous EI “lessons-learned” and “do’s” and “don’ts” for managers.

The Indus, Mekong, and Ganges River deltas, which have created one of the world’s largest delta and submarine fan system, currently contribute a major fraction of freshwater to East and South Asia. All these deltas are those regions in the world that face major challenges in their water sector due to population growth, urbanization, industrialization, sea-level rise, and salinity intrusion into inland and water bodies, all aggravated by climate change. Among them, salinity intrusion is currently one of the key issues that directly and indirectly cause water insecurity in East and South Asia, which ultimately hamper livelihood, agricultural production, and social interference. Hence, this chapter gives a comprehensive description on the nature and extent of the salinity problem, its adverse effects on livelihood and water sector, and then the focus goes to current and future sustainable water resource management within the delta to finally move on to conclusion and suggestions.

Purpose – This chapter examines how irresponsible corporate activities (environmental pollution, human rights abuses, tax evasion, corruption and contract scandals) of some multinational oil companies in the Niger Delta influence stakeholders’ perception of their image/reputation in Nigeria.

Methodology – The objective of this chapter is accomplished through the review of literature on the activities of multinational oil corporations in the Niger Delta, supported by qualitative interviews and analysis of archival materials.

Findings – Three important findings emerged from this study. First, the participants were fully aware of the irresponsible behaviours of oil corporations in the Niger Delta, and some oil corporations were involved in these illicit acts. Second, the analysis of archival materials supports the participants' views with reference to the identities of the corporations involved in these criminal acts. Third, the absence of a strong corporate governance system in Nigeria makes it possible for the officials of oil corporations to tactically circumvent the law by involving in a maze of sophisticated corrupt acts.

Research/practical implications – The implication for the academics and practitioners is evident when a corporation implements corporate social responsibility dutifully; it generates positive impact on its corporate reputation rating. Conversely, when a corporation engages in irresponsible corporate misbehaviours, it attracts negative consequences on its reputation.

Originality – The originality of this chapter lies in the fact that it is the first empirical study to examine the impact of corporate social irresponsibility on the image/reputation of multinational oil corporations in Nigeria.

The crisis in the Niger Delta predates discovery of oil in large quantities at Oloibiri in 1956. Before independence in 1960, conflict in the region took the form of agitation for political representation and protection against marginalization by the dominant ethnic groups. However, this crisis took a new dimension in the early 1990s as oil became a major source of foreign exchange and the derivation formula was changed in favour of the federal government with negative consequences on the local people (the need to maintain constant flow of oil have resulted to gross violation of the local people's rights by the state and the oil multinationals) especially under the military regimes. The entrenchment of democracy in the late 1990s further escalated the tripartite conflict between the state, oil multinationals and host communities as the complex crisis drew global attention. The formation of Movement for the Survival of Ogoni People (MOSOP) and Ijaw Youth Council (IYC) in the 1990s to challenge the abuse of human rights over four decades was overwhelmed applauded by the local people of the region. More importantly, MOSOP was the first social movement in the region to have internationalized the plight of the local people while IYC took over from the period when MOSOP had some internal crises that undermined its struggle.

Equally the achievements of MOSOP and IYC have instigated the formation of other social movements in the Niger Delta as a whole. The pressure from these social movements might have accounted for sudden change of policies by the state and the major oil multinationals in the mid-1990s. However, the fundamental question is to what extent the social movements (MOSOP/IYC) and International civil society have been successful with the issue of human rights abuse in the region.

This study applied the Heritage Place Lab (HPL) research-practice teams methodology to identify missing cultural values and/or oversubscribed natural values and assess impacts on sustainable conservation of the Okavango Delta World Heritage Site. The authors found that cultural elements are often overlooked owing to limited inputs from trans-disciplinary and cross-stakeholder perspectives to conservation. This may explain why the majority of African sites on the List of World Heritage in Danger are of “natural” designations, as an absence of cultural values is linked to the exclusion of people and, therefore, gives rise to conflicts of access and use.

World Heritage Site statistics, published and non-published documents/literature, site maps, site registers, consultancy reports and archival materials were used to assess whether existing as well as potential natural and cultural site values were considered for the contemporary management of the Okavango Delta site in a way that leads to a sustainable conservation approach. The composition of the research-practice team as suggested by the HPL methodology constituted a ready-made diverse team of academics, policy makers and community members that could apply its diverse expertise to fully assess whether all values necessary for a sustainable conservation approach are accounted for.

Using expertise of trans-disciplinary team populated during the HPL, the authors found that cultural values of the OD-WHS are not highlighted in the OUVs dossier but are significantly expressed on site by locals, leading to potential conflicts of conservation. The research alerts conservationists to embrace an approach that includes all values on the site in order move towards sustainable conservation.

More research that require funding is needed to cover a wider area of the site, as well as enable work in adjoining countries to compare experiences per country - The Okavango waterbody starts in Angola and go through Namibia, and finally to Botswana.

Conservation indicators of African nature world heritage sites constitute of, and border on, diverse stakeholders. An all-encompassing approach such as the Heritage Place Lab (HPL) methodology approach always needs to be factored in.

Including cultural aspects of world heritage sites designated as ‘natural' is important to allow for socio-cultural inclusion in conservation management. This allows for local communities to become visible and active participants in the management of the site as they contribute their socio-cultural qualities to landscape conservation and management, a process that has potential to enhance sustainable conservation of the Okavango Delta site landscape, as well as other wetlands across the world.

The adopted approach to values assessment has somehow not conformed to the OUVs emphasis or other dichotomies of the World Heritage criteria but instead assessed on-the-ground management practice against key sustainable conservation indicators. Using the ICCROM HPL trans-disciplinary research-practice team approach, the focus was on a holistic values assessment of the site. The authors found that cultural values are currently under recognised, under-acknowledged and less expressed; creating potential conflicts that may hinder achievement of sustainable conservation and management of the site towards 2030 SDG agenda.

Proposes a system in which the information superhighway can be built, maintained and routinely upgraded by the efforts of multitudes of small scale servers looking after only their own individual economic interests. Each server will be classified as either a “parasitic” server or an “integrated” server. At a given band‐width level, integrated servers are equal to each other in their network, but parasitic servers will be functionally dependent on their integrated parent servers to which they must pay a fee. Although it is initially cheaper to open a parasitic server, economic incentive will motivate owners of parasitic servers to make their servers integrated. The primeval seed of this network will be a structure composed of three servers arranged in a triangle called the “base delta.” The first integrated servers will be connected to each of the three base delta servers. Later, servers will have to be connected to at least three other integrated servers to qualify as integrated servers. Each base delta will have a territory extending from it that, when intermeshed with other base delta territories, will become “integrated” base delta territories. All integrated servers within integrated base delta territories are equal to each other in function. The aim is to motivate the owners of independent small‐scale servers in such a way as to cover the globe with integrated base delta territories.

The Niger Delta is a region in Nigeria endowed with enormous natural resources of which petroleum oil is the most exploited. This petroleum oil has been the engine of development in Nigeria since 1958, providing more than 90 percent of total exports (CBN, 1981) and over 80 percent of Federal Government revenue. Despite this, the Niger Delta people remain poor and underdeveloped. Youth restiveness and violence is the order of the day. As a product of two separate youth forums, this paper recommends good governance, youth impact assessments, youth inclusion in decision‐making, as well as capacity building as a way out of this discord.

The purpose of this paper is to examine the role of entrepreneurship in the process of enhancing economic innovation in the Yangtze River Delta of China.

A system of simultaneous‐dynamic panel equations is developed that incorporates the relationships between entrepreneurship, human capital (HC) and research and development (R&D) expenditures. Then, the generalized methods of moment approach designed by Arellano and Bond is applied to estimate this system and investigate whether there is a possibility to promote innovation through the channel of entrepreneurship in the Delta.

The empirical results reveal a significant relationship between entrepreneurship and HC, but insignificant relationship between R&D expenditures and entrepreneurship in the Delta.

The Delta has a potential to transform its growth strategy due to its HC endowment as an antecedent of innovation, but entrepreneurs and local governments should seek more opportunities to exploit and strengthen their R&D base in the Delta.

In order to find an effective remedy for the current downturn in the Delta, this paper studies the role of entrepreneurship and assesses the potential that the Delta has in carrying out an innovation‐based growth strategy.

This paper aims to explore how management control systems (MCS) of an operating company (Delta Lanka) of a multinational corporation (MNC) is shaped through the interplay between external institutional influences via global prescriptions stemming from the parent company culture and localisation needs as suited to cultural context of the operating company through the agency of practice level actors.

Theoretically, the paper draws upon institutional theory, more specifically the notions of external institutions and agency of practice level actors, while methodologically, it adopts the single-site case study approach under the qualitative tradition.

The findings suggest that given the complex setting of being encountered with multiple cultural ramifications, MCS of Delta Lanka encompasses compulsory elements instigated by the parent company, and non-compulsory elements as attuned to the realities of the local culture of the operating company. The authors show how imposed practices in the institutional environment by the parent company (homogeneity) interact with agentic aspects of actors in the operating company giving rise to practice variation (heterogeneity) in the adoption of controls at the local level.

The paper offers insights on how practicing managers in operating companies of MNCs could formulate control systems by striking a balance between multiple cultural considerations (of the parent and operating company). This would be a lesson for managers of other firms (especially MNCs).

By bringing together multitude of cultural dimensions relating to the parent company and operating company into a single study in the area of management control, this paper adds to the burgeoning literature on the interplay between external institutions, agency of actors, culture and MCS. It also contributes to the on-going debate on MCS research taking a post-Hofstede orientation while extending the use of institutional theory in management accounting research in MNCs.