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The purpose of this paper is to investigate the role of strategic communication during a change management process within the internationally famous Ferrari corporation. The aim is to show that strategic communication, through its main components, can be a pivotal lever that supports continuous improvement and helps drive organizational success.

The change management process at Ferrari is described and interpreted through the framework of the entrepreneurial organization theory (EOT), from which the four components of strategic communication are derived.

The paper explores the case of Ferrari, which started a reorganization process in which the main actors were employees and strategic communication represented the crucial component.

This paper focuses on one single organization. Additional research is needed to generalize the effectiveness of the proposed strategic communication model.

The paper shows that the four strategic communication components (i.e. aligning, energizing, visioning, and constituting), if applied in an integrated manner, can give insightful stimulus for the management of important change programs.

The paper contributes to the change management literature by linking strategic communication, continuous improvement and entrepreneurial theory.

Public spaces within our cities are being redefined through a wide range of nature-based solutions (NBS) including green spaces. In this chapter, we will focus on public green spaces in the wider sense. If well planned and managed, green spaces can promote social inclusiveness by enhancing the livebility of neighborhoods and promoting the development of social interactions. The creation of new green space does not automatically lead to socially just and inclusive development; co-benefits should be available and accessible to the entire community. Prejudices, marginalization, and discrimination on socioeconomic condition, ethnicity, religion, gender, age, or disability still prevent the equitable distribution of these benefits and need to be fully understood before any planning process is undertaken. The governance of public green spaces is still viewed primarily as a matter for the state or as a purely private activity. It is important, therefore, to identify ways to ensure the integrated and transdisciplinary participation of diverse actors, as is shown in some examples from different countries. The planning and design of green interventions should start with the evaluation of existing or potential trade-offs between environmental and social development. Urban green spaces must be designed as places for multiple and diverse social groups. If all these issues are duly considered and addressed, NBS can serve as climate mitigation and adaptation tools that produce co-benefits for societal well-being, thereby serving as strong investment options for sustainable urban development and making our cities green, healthier, and happier places to live.

Interest in the field of entrepreneurship has significantly increased among academics, practitioners and government officials in the past decade both in the USA and in Europe. The increased interest is reflected in the increased number of courses, majors and minors at colleges and universities throughout the world; the increased number of endowed chairs; the increased number of journals in the field; the increased coverage of the field by the media; and the increased interest in the provision of government support. In light of this significant increased interest, it is important to understand the state of research in the field in Europe in the last few years, the focus of this article.