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The main objective of this chapter is to examine the country's internal communication environment that helps create community awareness and improve public–private tourism partnerships to achieve Oman Vision 2040. This chapter also attempts to understand the efforts of the National Tourism Organization (NTO) in building community relationships and empowering them by capitalizing on available resources within the community.

The study is based on qualitative and quantitative methods. A purposive sampling technique has been applied, and the data collection has been done through surveys and interviews from the Ministry of Heritage and Tourism, Salalah, Oman, to reach out to the findings.

Responding to growing market demands for corporate social responsibility, the Asset Management Working Group of the United Nations Environment Programme’s Finance Initiative created a legal framework in 2005 to integrate Environmental, Social, and Governance (ESG) issues in institutional investment. It challenged the business world to think beyond fiduciary responsibility, toward measurement of both tangible and intangible assets. As an institutional force committed to the triple bottom line (environmentally sound, socially equitable, and economically feasible), modern libraries serve by reaching outward, and can lead by looking inward. ESG practices enable libraries to clearly identify criteria, set goals, and measure and report progress for external and internal operations, and help garner support and sustain and fund broader programs and initiatives. Applying ESG thinking to library policies, strategic plans, and operational culture will create a sustainable efficiency for these goals, provide evidence-based support for all stakeholders, and generate effective intrapreneurship while fostering community partnerships. This chapter describes our tailored, real-time approach to this work at New Canaan Library. It is a road we are building one brick at a time, and there is value in paving it organically – drawing on and meeting the aptitudes and needs of employees and our community where we are – while also employing best practices borrowed from successful models.

Supporting students transitioning from high school into college continues to be a challenge for academics and policy-makers. Composition assignments that include Kuh’s (2008) High Impact Practices (HIP) and the Association of American Colleges and Universities (AAC&U) rubric and HIP tenets of Civic Learning and Community Engagement (Fig. 1), help foster opportunities for empathy, which develops students’ abilities to think critically, write well, and succeed in college and beyond. While effective college teaching and instruction are necessary, increasing enrollments, and increasing percentages of First-Year Composition (FYC) students requiring supportive composition courses compound the difficulties of the effort. According to AAC&U, “a global community requires a more informed, engaged, and socially responsible citizenry” (2009, p. 1; Finley & McNair, 2013). In other words, educators and employers believe that “personal and social responsibility should be core elements of a 21^st-century education” (AAC&U, 2009, p. 1). This conceptual content analysis study framed by HIP analyzed 10 FYC syllabi from different composition faculty at one urban Hispanic public four-year university (SMU) in Southern California during the 2015–2016 academic year in the context of the university’s mission statement embracing Civic Learning and Community Engagement for FYC students.

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.

In this chapter, the author underscores the crucial role of the international community in promoting and facilitating responsible management education in business and management schools, as well as higher educational institutions. The chapter highlights the initiative on the Principles of Responsible Management Education (PRME), which has been supported by the United Nations and adopted by hundreds of schools and universities worldwide. The author explains that PRME aims to equip students with the necessary knowledge, skills, mindset and capabilities to bring about rapid and scalable improvements to society. Given that today's students are tomorrow's business leaders, policymakers and organizational heads, investing in responsible management education is crucial. This chapter emphasizes that responsible educational efforts can produce better citizens and future leaders, enabling them to create the world that we aspire to live in. This chapter underscores the importance of global collaboration and commitment to promoting responsible management education. When working together to prioritize ethical and sustainable practices in business and management education, we can foster a new generation of leaders who are equipped to drive positive change in the world.

The chapter analyses Chinese and Russian hybrid warfare and their strategies. Although still under debate, it is increasingly recognised that both countries integrate and apply hybrid warfare in their strategic thinking. In doing so, they are able to increase their sphere of influence, promote authoritarian regimes and weaken democracies. It is therefore vital that we better understand their strategies in order to identify and bring to light the processes that encourage today’s rise of nationalism and populism, withdrawal from international organisations and an overall distrust in the global institutional order. Approaching the puzzle from current weaknesses in the EU and the United States, the chapter proposes a framework to analyse Chinese and Russian hybrid warfare. The chapter demonstrates that Western liberal democracies are not only unprepared for these new forms of warfare, but appear unwilling to take the necessary measures. In doing so, these countries leave the door open for (further) destabilisation and a risk of increased domestic polarisation.

In this chapter, the authors explore collective entrepreneurship through the lens of how public entrepreneurship boosts collective action towards a common good. The role of public entrepreneurs and the collaborative nature of innovation community members evidence a collective action that pursues a socio-political change. Through a case study contextualized during the COVID-19 pandemic crisis in Spain, the authors explore how a public entrepreneur triggered a collective action that led to the creation of the innovation community: The Coronavirus makers. This collaborative network groups more than 20,000 researchers, developers, and engineers. They altruistically put their knowledge and resources at the service of the community to provide solutions for one of the healthcare system’s main problems at that time – the shortage of medical supplies to cope with the increasing number of COVID-19 cases. The collective action of the Coronavirus makers has impacted the health and wellbeing fields, the community and the values that should define social change and allow the construction of a more open, equitable and sustainable society. Potentially, our findings confirm that collective entrepreneurship derives from a function of collective action.

In 2021, a public library in Ontario, Canada established a branch in an affordable housing building. Using interviews with library and support workers who work in the building (n = 8) and an analysis of media that describes the partnership (n = 16), this chapter explores how their partnership may create social infrastructure for tenants. Social scientists have positioned strengthening social infrastructure, a community’s network of systems and spaces that facilitate social relationships, as an antidote to many of society’s most pressing social issues, such as social inequity. An understanding of this partnership, its purpose, and how it intends to serve neighborhood members provides insight into how public libraries and non-profit and community organizations together provide social infrastructure for those living in affordable housing. Strengthening a community’s social infrastructure may be a vital step toward building socially sustainable communities in the twenty-first century.