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This chapter explores the gap between social expectations and actual sustainability performance in the business world and identifies the root causes of this discrepancy. The author reviews corporate social responsibility (CSR) and sustainability, and their relationship with the Sustainable Development Goals (SDGs). This chapter also compares the connections and differences between the Millennium Development Goals (MDGs) and the SDGs. The author analyzes possible solutions to bridge the gap, including renewing the social contract between businesses, society and institutions. This involves rethinking the role of businesses and institutions in promoting sustainability and creating new systems and structures that incentivize sustainable practices. This chapter concludes by discussing the pathway to a sustainable and inclusive world through systems innovation and change. When embracing a systems thinking approach, individuals and organizations can identify and address the root causes of unsustainability, and create more resilient and sustainable systems that benefit both people and the planet.

This research aims to conceptualize online shaming discourse in virtual communities and to serve as a practical guide for online community managers and members.

This conceptual study explores the construction of meanings in human interaction in online communities by presenting a conceptual model, “The Triple-Responsibility Model in Online Communities,” that is based on Kantian ethics.

The model includes characterizing the roles of core participants in online communities: writer, reader and group manager; and delineating four ethical principles – truth, necessity, proportionality and caution – that can help society find the golden mean between social change and respecting human dignity and concern for an individual’s public image and provide a theoretical contribution and practical guidelines.

It addresses shaming in virtual communities by suggesting a balance of several key principles, including truth, necessity, proportionality and caution. This is a new conceptualization of online shaming relevant to today's digital arena.

The guidelines can contribute to the ongoing political debate over what constitutes appropriate and justified regulation. Moreover, Facebook community leaders are responsible for formatting the group’s identity, the technical facets of group management and for setting group boundaries and determining the rules of participation. The posited rules may affect social media group managers, as they are called upon to leverage their privileged position and channel their media power into influencing online discourse.

The current study provides insights into how shaming can be used as a legitimate tool in society by implementing an ethical approach, resulting in guidelines that restrict online discourse for participants in virtual communities and affect the work of social media group managers and policymakers.

By presenting a new conceptual model, the authors suggest that ethics are a helpful tool and offer insights into how online communities' participants and managers should use their voice and balance between shaming and maintaining the dignity of the individual.

In the new economy, governed by technological progress and informational abundance, e-government service represents one of the drivers of the digital economy and society. The government and its institutions have the role of stimulating, leading, and controlling the process of transition to the digital society, which is a key component for the future prosperity and resilience of the European Union (EU). With focus on a better functioning of society by improving the citizens' access and use of e-government services, in this work we aim to identify the factors that influence the online interaction of individuals with public authorities in the EU member states. We used panel data for the EU member states in the period 2013–2021 to investigate the determinants of individuals' interaction with public authorities through institutional websites, using clustering regression with fixed effects, which allows both the clustering of the states and obtaining different slope parameters for each cluster. The results indicated the grouping of the EU states in an optimal number of two clusters, and the fixed effects regression clustering pointed out different coefficients for the two clusters, indicating distinct patterns. The main factors that influence the online interaction of citizens with public authorities are related to internet use, education, and government effectiveness, but the impact is different for the two clusters, depending on the specifics of the component countries.

There is a lot of talk about the electric car today, but these vehicles are not new. Indeed, thebeginning of the 20th century saw electricity and the automobile take hold in North American society, so that by 1910, the electric car was everywhere. Until the turn of the 1920s, a new era dawned for transportation in the USA, but without the electric car. The purpose of this study is to question Why did it happen.

This paper develops such a comparison, not of the cars themselves, through a detailed engineering analysis, but rather of the marketing of electric vehicles in the USA in 1910 and 2010, as it appeared in the marketing strategies of the manufacturers.

There are many technical and economic reasons for this, but not only; there are also commercial strategy reasons. The position of manufacturers, especially through advertising and the press, can tell us about this golden age of the electric car, what precipitated its fall, and its reappearance a century later.

It is a comparison of images, of how electric vehicles had been and are proposed to the public, through the exploration of mainly promotional material and newspaper articles.

This study employs Stein Rokkan's methodological approach to analyse state formation in the Greater Middle East. It develops a conceptual framework distinguishing colonial, populist and democratic pacts, suitable for analysis of state formation and nation-building through to the present period. The framework relies on historical institutionalism. The methodology, however, is Rokkan's. The initial conceptual analysis also specifies differences between European and the Middle Eastern state formation processes. It is followed by a brief and selective discussion of historical preconditions. Next, the method of plotting singular cases into conceptual-typological maps is applied to 20 cases in the Greater Middle East (including Afghanistan, Iran and Turkey). For reasons of space, the empirical analysis is limited to the colonial period (1870s to the end of World War 1). Three typologies are combined into one conceptual-typological map of this period. The vertical left-hand axis provides a composite typology that clarifies cultural-territorial preconditions. The horizontal axis specifies transformations of the region's agrarian class structures since the mid-19th century reforms. The right-hand vertical axis provides a four-layered typology of processes of external intervention. A final section presents selected comparative case reconstructions. To the authors' knowledge, this is the first time such a Rokkan-style conceptual-typological map has been constructed for a non-European region.

This chapter proposes a sustainable trajectory for leadership and diversity, equity, and inclusion (DEI) organizational change in higher education. Leadership practices and strategies necessary to construct and implement change and cultivate diverse, equitable, and inclusive educational environments are deliberated, with particular emphasis on transformational leadership theories and practices. These types of organization development practices produce concrete transformation in institutions that have long-established, inert, and deeply entrenched cultures in which discriminatory or even racist practices have been deeply embedded and accepted over time. The complex dynamics of transformation in higher education, brought on, in part, by the rigidity of its organizational structure coupled with its history and foundation in racism and racist practices, makes achieving sustainable change difficult in higher education. Transformational change requires the creation of new mental models through meaning making and perspective sharing that allow individuals in higher education to think differently about how higher education institutions should operate given the rapid shifts in our society. Organizational change leaders must engage in deep, purposeful, and critical reflection and examination of the organization's culture to lay the groundwork for significant change. The chapter explores topics such as leading change through transformational leadership and the styles, practices, and capabilities associated with it, leadership development, strategic diversity leadership, and the Chief Diversity Officer (CDO) as change leader in higher education. The internal and external environmental trends demanding substantive change in higher education continue to intensify over time. The demand for pervasive transformation in higher education is resounding, and institutional leaders must be open to and even drive new and innovative approaches to shifting its very core – its DNA, its culture – to meet those demands.

Drawing on both the stakeholder theory and Carroll’s Corporate Social Responsibility Pyramid, this chapter explores sustainability practice challenges of a gold minning multinational enterprise in Ghana. Primary data was collected through observation and the interviewing of multi-stakeholder groups. We found that internal stakeholders perceive sustainability expenditure as costly. However, while employees of the case enterprise see the cost as depleting shareholders’ wealth, managers view them as investment with possible long-term benefits. Meanwhile, the external stakeholders perceive the gold mining enterprise’s sustainability expenditure as meagre and that beneficiary communities are not economically empowered to sustain those investments. Again, we found that government’s inability to clamp down illegal gold mining threatens economic and environmental sustainability. Additionally, members of the host community identify the lack of adequate employment opportunities within the entity as a hindrance to their economic empowerment. We submit that the resolution of the sustainability challenges would contribute to the balancing of stakeholders’ expectations: the conduct of ethical business through compliance to environmental laws; promotion of host communities’ social well-being; and improved economic returns for shareholders. By meeting the needs of stakeholders, gold mining enterprises could gain acceptance in their host communities and boost corporate reputation.