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This chapter provides an overview of waste management across Europe. It offers an outlook of evolution of waste generation and how European Union (EU) countries treat waste, by providing historical and current data as well as by describing a few best practices of waste management companies and municipalities throughout Europe. The circular economy framework applied to urban waste management and the zero waste strategy are described.

The current study examines developing racial attitudes among a group of African American adolescents. Data for this study include 28 open-ended, qualitative interviews with African American adolescents (64% girls, 36% boys) in Detroit, Michigan, and were drawn from a larger study in which these adolescents and their mothers were interviewed about racial socialization. Data analysis shows adolescents' racial attitudes to be ambivalent and influenced by the dissonance between “color-blind” rhetoric – the idea that “race doesn't matter” – and their everyday experiences, in which race does matter in important ways. Adolescents' reports of racial attitudes and experiences with racism frequently include travel anecdotes, which reveal how place, travel, and negotiating the color line influence their developing ideas about race. The findings suggest that sources beyond parental socialization strongly affect adolescents' developing racial attitudes and identities and that young people's voices should be further utilized in studies examining these issues.

Brand narratives are created to differentiate brands, and consumers base their assessments of a brand’s authenticity on this narrative. We propose that the default consumer position is to accept a brand’s narrative, and we find that consumers maintain belief in this narrative even when explicitly reminded that it is manufactured by firms with an underlying profit motive. Because belief seems to be the default position adopted by consumers, we investigate what factors act as disruptors to this default position, thereby reducing assessments of authenticity.

This research uses a series of studies to investigate when and why consumers view some brand stories as authentic and others less so. In addition, we examine the impact of changes to authenticity assessments on managerially important brand outcomes.

Only when one or more authenticity disruptors are present do consumers begin to question the authenticity of the brand narrative. Disruption occurs when the focal brand is perceived to be nakedly copying a competitor, or when there is a gross mismatch between the brand narrative and reality. In the presence of one or both of these disruptors, consumers judge brands to be less authentic, report lower identification, lower assessments of brand quality and social responsibility, and are less likely to join the brand’s community.

Creating compelling brand stories is an important aspect of any marketing manager’s job; after all, these narratives help drive sales. Care must be taken when crafting narratives however, since consumers use these as the basis of their authenticity assessments, and brands deemed inauthentic are penalized.

Interactive media strategies and digital tools have enabled advertisers to target children with promotional offers and creative appeals.

Based on theories related to metaphors in advertisements, cognitive comprehension by children, promotional appeals, and presentation techniques, the research for this study comprised a content analysis of 1,980 online banner advertisements with reference to use of metaphors, promotional appeals, creative content, and selling techniques.

The research study concludes that online advertising to children, in contrast to traditional advertising vehicles, is characterized by (a) a vibrant visual metaphor, (b) surfeit of animated content, (c) interactive features, (d) myriad product types, and (e) creative content for a mixed audience of adults and children.

This study argues that the impact and content of the Internet as a new advertising medium are distinctly different from traditional characteristics of television and print.

Research on the link between tourism and politics still remains relatively underdeveloped and more so when one considers the link between this phenomenon and the study of elections or psephology. This is despite the importance of elections to the democratic process and to considerations of the distribution of scarce resources particularly in countries heavily dependent on tourism. This chapter seeks to address this lacuna in scholarship through a theoretical explication of the nature of political issues and voter response. Applied to the development of a possible research agenda, this would aid in exploring the salience of tourism within electoral agendas from a relational perspective.

Innovation is widely considered critical for organization’s success. We know that innovation happens in the presence of certain values and behaviors, hence it is a question of culture. Culture in turn has one critical influence: the leaders of an organization. That is why understanding how to design leadership for innovation should be of interest to anyone who wants to improve their organization’s innovation performance.

While leading by example is generally the best way to establish the desired values and behaviors, it is not in every leader's ability and comfort zone to exhibit the kind of leadership that emulates innovation. Therefore, I have started to differentiate between “leadership of” and “leadership for” innovation. Each has a different skill and mindset, and a different role to play in making innovation happen.

This chapter starts by looking at the drivers behind the context of the twenty-first century to answer the question: “Why innovation matters more in the twenty-first century than ever before?” This is followed by an introduction of a framework that focuses on areas where innovative companies do something different from their less innovative counterparts. The chapter continues with some insights on why organizations and their leaders struggle with embracing innovation before taking a look at “leading of” and “leading for” innovation and introducing the concept of “ARTISTIC Leadership.”