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The essence of finance has become essential in the sustainability discussion in recent times as a result of the capital intensive nature of sustainable projects. This has motivated financial experts and institutions to develop various financial instruments and mechanisms to further advance the course of protecting the environment, and decreasing the release of excess carbon and GreenHouse Gases. This is to also provide the opportunity for funding Green or sustainable infrastructure development. This chapter advances a discourse on matters relating to sustainable financing of infrastructure projects. The fundamentals of sustainable or green funding of infrastructure projects, and sustainable schemes of financing green infrastructure projects are discussed.

This chapter offers a reflection in the form of a three-way dialogue, exploring how peer mentoring supports our aim to contribute to the delivery of two interconnected Sustainable Development Goals (SDGs): 3 (Health and well-being) and 11 (Sustainable cities and communities). These goals have been a constant in our practices (as heritage, public health and education professionals), and working together has been pivotal to achieving goals. The reflection is based on the collaborative experience of the three authors since 2016, recognizing how mentoring has shaped the different projects we have imagined and delivered together. Our reflection and experience engage with the notion of ‘authentic mentoring’, whereby we support each other and contribute to each other's gaps in knowledge and practice. This has occurred in a very informal and organic way, outside of more traditional definitions of mentoring, where a certain hierarchy of knowledge transmission is usually expected. This chapter narrates our collaborations across various projects and focuses on the most recent one, Outreach to Ownership (O2O) (2023), delivered for Historic England using Participatory Action Research (PAR) and Student as Partners (SaP) as our main philosophical and methodological frameworks. The O2O project allowed us to reflect on how we worked together and with our students. The students' role has evolved from peer mentors and mentees to authentic collaborators.

The Spain–Portugal Cross-Border Cooperation Program launched the “Espomar” project in 2017, with the aim of designing a sustainable and transboundary maritime transport system in the Gulf of Cádiz, which includes the Spanish provinces of Cádiz (its Atlantic coast) and Huelva, together with the Portuguese region of the Algarve. This chapter limits the scope to the Algarve-Huelva connection and the resident population demand. The findings suggest a maritime connection defined and marketed as part of leisure activities. The demand for potential tourism packages created around boat trips appears to be promising. The sun beach, gastronomy wine and culture landscape vectors are the main attractors.

This final chapter of this book highlights and critically discusses some specific issues concerning talent management in the context of higher education raised in the chapters of this book. It recapitulates the transition higher education is going through. This transition started decades ago but was boosted by the movements of Open Science and Recognition and Rewards. It leads to a reorientation on the conceptualization of academic performance and subsequently also on the meaning of talent and talent management in academia. It points to a shift from an exclusive and performance orientation on talent, to an inclusive, developmental approach to talent management or a hybrid form. Yet, Thunnissen and Boselie state that there is a talent crisis in academia, and this crisis urges the need for more innovative ways of developing and implementing talent management practices. This chapter ends with some recommendations for further talent management research and practice.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

This chapter presents the outcome of an empirical study titled ‘Knowledge Sharing and Transfer (KST) that Really Works: An exploration of KST in Sub-Saharan South African Public Sector Institutions’. Enablers of KST were explored through the lens of lived experiences of managers working at Gautrain Management Agency (GMA), a rail transport public sector operator in South Africa. Qualitative data were collected from 15 managers and analysed using Thematic and Trans Positional Cognition Approach (TPCA) qualitative analytical tools. Four themes, essential originating antecedent factors, complementary people enabling factors, organisational enabling factors and effective KST implementing factors emerged. Rahman’s KST model was adopted as a theoretical framework and used to better understand the study findings. The current study affirms two elements within the theoretical framework, namely, complementary people enabling factors and organisational enabling factors, while the remaining two, essential originating antecedent factors and effective KST implementing factors, were not affirmed. This study contributes a new KST framework that helps business managers understand KST from the South African public sector practitioners’ perspectives, which represents this study’s contribution to the business performance measurement body of knowledge and practice.