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This paper contributes to the literature on overeducation by empirically investigating the wage penalty of job–education mismatch among PhD holders who completed their studies in Italy; a country where the number of new doctoral recipients has dramatically increased over recent years while personnel employed in R&D activities is still below the European average. We use cross-sectional micro-data collected in 2009 and rely on different definitions of education–job mismatch such as, overeducation, overskilling, and dissatisfaction with the use of skills. We find that overeducation and skills dissatisfaction are associated with significantly lower wages but there is no wage penalty from overskilling. Furthermore, those who simultaneously report overeducation and skills dissatisfaction experience a particularly high wage penalty.

In the last decade the discussion on green innovations has gained in importance, both in practice and in academia. This chapter builds on the idea that performance in innovation capturing environmental aspects doesn’t depend only on inputs but also the synchronization of different stakeholders, firms and policy-makers that make an innovation-driven society. In disruptive periods, green adaptive ability which refers to ability to comply with environmental regulations is based on corporate environmental commitments and their social responsibility as well as on green human capital. Based on corporate environmental commitments, companies seek business opportunities by changing their business models as well as by integrating, building and reconfiguring competences to comply with environmental standards. Green human capital, on the other side, builds organizational culture that supports green innovation. The aim of this chapter is to present a conceptual model that stimulates green innovations at the company level and discusses the proper governance structure supportive of innovation and effective strategies of policy-making.

This study aims at rereading public governance (PG) and public value management (PVM) in the light of viable systems approach (VSA). Starting from the common points and the dissimilarities between the two theories, an integrated framework for pinpointing the key drivers leading to the emersion of public value co-creation in a public system conception of governance is elaborated. An overview on the emersion of PVM and PG is conducted in order to identify the main features of the new mindset. Then, VSA’s assumptions also are analyzed (with particular focus on their managerial implications) and then subdivided into four macro-areas.

The combination of the two theories allows recognition of four levers (with relative postulates) for fostering public value co-creation: (1) strategic selection of actors; (2) establishment of system and relational boundaries; (3) pursuit of the fit strategy-tactics; (4) system governance diffusion. From a theoretical point of view, the study provides suggestions for the creation of a public system theory of governance. Regarding managerial standpoint, revealing the drivers for public value co-creation can aid managers to better elaborate strategies for stimulating actor’s engagement in order to challenge complexity and user’s demands variability.