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Background: Commodity-driven deforestation is a major driver of forest loss worldwide, and globalisation has increased the disconnect between producer and consumer countries. Recent due-diligence legislation aiming to improve supply chain sustainability covers major forest-risk commodities. However, the evidence base for specific commodities included within policy needs assessing to ensure effective reduction of embedded deforestation.

Methods: We conducted a rapid evidence synthesis in October 2020 using three databases; Google Scholar, Web of Science, and Scopus, to assess the literature and identify commodities with the highest deforestation risk linked to UK imports. Inclusion criteria include publication in the past 10 years and studies that didn't link commodity consumption to impacts or to the UK were excluded. The development of a review protocol was used to minimise bias and critical appraisal of underlying data and methods in studies was conducted in order to assess the uncertainties around results.

Results: From a total of 318 results, 17 studies were included in the final synthesis. These studies used various methodologies and input data, yet there is broad alignment on commodities, confirming that those included in due diligence legislation have a high deforestation risk. Soy, palm oil, and beef were identified as critical, with their production being concentrated in just a few global locations. However, there are also emerging commodities that have a high deforestation risk but are not included in legislation, such as sugar and coffee. These commodities are much less extensively studied in the literature and may warrant further research and consideration.

Conclusion: Policy recommendations in the selected studies suggests further strengthening of the UK due diligence legislation is needed. In particular, the provision of incentives for uptake of policies and wider stakeholder engagement, as well as continual review of commodities included to ensure a reduction in the UK's overseas deforestation footprint.

The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations.

The paper draws organisational learning- and work-based learning literature and case study illustrations.

To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation.

There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches.

The conclusions reached have implications for higher education and non-award bearing executive education.

The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment.

The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.

Digital markets are increasingly constructed by an interplay between (non)human market actors, i.e. through algorithms, but, simultaneously, fragmented through platformization. This study aims to explore how interactional dynamics between (non)human market actors co-codify markets through expressive and networked content across social media platforms.

This study applies digital methods as cross-platform analysis to analyze two data sets retrieved from YouTube and Instagram using the keywords “sustainable fashion” and #sustainablefashion, respectively.

The study shows how interactional dynamics between (non)human market actors, co-codify markets across two social media platforms, i.e. YouTube and Instagram. The authors introduce the notion of sticky market webs of connection, illustrating how these dynamics foster cross-platform market codification through relations of exteriority.

Research implications highlight the necessity to account for all involved entities, including digital infrastructure in digital markets and the methodological potential of cross-platform analyses.

Practical implications highlight considerations managers should take into account when designing market communication for digital markets composed of (non)human market actors.

Social implications highlight the possible effects of (non)human market co-codification on markets and consumer culture, and corresponding countermeasures.

This study contributes to an increased understanding of digital market dynamics by illuminating interdependent market co-codification dynamics between (non)human market actors, and how these dynamics (de)territorialize digital market assemblages through relations of exteriority across platforms.