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In this chapter, we explain why firms selectively responding to the most powerful, legitimate, and urgent demands of their stakeholders will not bring about sustainability and offer suggestions on what we should do in light of this shortcoming. Sustainability issues tend to be wicked problems that require cooperation across parties and over time to define and resolve. Stakeholder pressures can bring sustainability to the fore, but government intervention is necessary to drive meaningful action to resolve such issues. Without government intervention, self-interested stakeholders can pressure firms to move away from the complex, long-term challenges of wicked problems. Yet, stakeholder pressure is also necessary, as without it, industries may self-regulate in self-serving ways. Our analysis thus suggests that collaboration between business, government, and other stakeholders is necessary to resolve the wicked problems of sustainability. We therefore urge the stakeholder literature to move beyond its libertarian underpinnings by (re)incorporating government into models of effective corporate governance.

Citizenship can be understood as a multi-dimensional status, involving civil, political and social rights and obligations (Yuval Davis, 1997; Lister, 2000). Barbara Hobson (2000) has argued that citizenship is more than the relationship of individuals to the state and includes social relations between individuals too. She points out that social relations lead to a gendered citizenship for women. Their weak economic position in the labour market, their related dependence within the family and lack of representation in the public sphere demonstrate the shortcomings of the liberal concepts of citizenship. Yuval Davis (1997) makes a similar point. Building on Marshall's concept of citizenship as membership of the community, she argues that an analysis of citizenship must include not only a focus on the relationship between the community and the state, but relationships between various collectivities (gender, race, urban/rural locations, etc.) and the community.

Football, or soccer as it is known in the United States, is one area in which managerial positions are hugely volatile with what is often called a ‘merry-go-round’ of managers sacked for poor performance at their club and reemployed by another club. Not only does this practice often not increase performance but it is also very costly. Considering the nature of football, that is, the relatively high impact of chance on the rare events that goals are, and the high correlation between success and the wage bill, the influence of managers on performance is often over-estimated. However, potentially better preparation of future managers might help to increase competitive advantages. In this chapter, we are looking in depth at leadership in the context of football and the lessons we can draw for other contexts.