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Cultural landscapes are no more considered only as territories of cultural interest but also as integrated systems of cultural, social, and economic values. The adjustment of this consideration with the modern paradigms of collective governance and management necessitates investigations on challenges of management of cultural landscapes for valorizing their resources toward sustainable development. In this framework, the purpose of this paper is to analyze the state of participatory governance and management in cultural landscapes, focusing on the case of Takht-e Soleyman World Heritage Site (WHS) in Iran.

The paper presents the results of a study based on a theoretical analysis, accompanied by in-depth interviews with the key actors in the cultural heritage governance and management sectors, and large-scale surveys of the local population through the circulation of questionnaires.

This paper debates the reasons behind and the way forward to make governance and management approaches consistent with international theories and national policies. The analysis focuses on rural cultural landscapes and accordingly the Takht-e Soleyman WHS is deeply investigated.

The policies for participatory governance and management of rural cultural landscapes have been raised in the literature. However, more attention has to be paid to the strategies and mechanisms based on local features for their implementation. The study detailed in this paper makes a contribution to the debate on the design and implementation of participatory governance and management systems in this field by examining the actual extent of successful implementation of theoretical values and national policies in the case of Takht-e Soleyman WHS.

The need for accelerating innovation is exacerbated as organizations struggle to either adapt or perish in this unforgiving condition due to the COVID-19 disruption. To address this issue, many organizations have embraced employee-driven participatory innovation to survive and thrive albeit the uncertainties. This study aims to investigate the role of enterprise social media (ESM) in supporting and facilitating these efforts.

This study first identified the underlying mechanisms that allow ESM use to foster and maintain participatory innovation and then reexamined how these mechanisms played out during the COVID-19 lockdown restrictions. The data was collected through a questionnaire in two phases, before and during work-from-home mandates, and the results were analyzed and compared to capture similarities and differences.

The results revealed that innovation culture and management support mediated the effects of ESM use on three measures of innovation productivity in both conditions. Interestingly, the effect of ESM use was more prominent in driving innovation in the work-from-home condition. This effect was not limited to the direct effect of ESM use on innovation productivity but on innovation culture and management support as well.

The results suggest that ESM offer a potentially useful path to support and enable employees to participate in the innovation processes, especially when they work remotely or in a distributed team. More generally, this paper should be of interest to researchers and practitioners interested in understanding, implementing and evaluating enterprise social software applications and encouraging employee-driven participatory innovation.

The participatory management model, or at least techniques for systematically sharing authority, has been with us for decades. In broad terms, the model concerns the delegation of decision‐making authority to employees or representative groups of employees. It entails much more than the recognition that employees ought to be able to recommend changes or courses of action. In its purest form, which is the form to be addressed in this article, the participatory management model is premised upon the belief that actual authority should be transferred to and shared with employees.

The trilateral Wadden Sea Region (WSR), extending from Den Helder in the Netherlands, along the German North Sea coast, to Esbjerg in Denmark, constitutes a unique but vulnerable coastal landscape. Vulnerability to environmental and societal risks is expected to increase in coming decades with encompassing new challenges such as demographic changes and conflicting uses of space, both on land and at sea. Meeting these challenges will require a shift toward an understanding of risk management as a social process, marking a significant departure from the dominant technical risk management paradigm. The paper aims to discuss these issues.

In practice, this paradigm shift requires participatory stakeholder engagement, bringing together multiple and diverse perspectives, interests and concerns. This paper aims to support the implementation and expansion of enhanced social processes in coastal risk management by presenting a case study of participatory risk management process. Implemented in collaboration with a trilateral stakeholder partnership, the authors present a mixed-method approach which encouraged a joint, deliberate approach to environmental and societal risks within an overall framework.

The results enable the authors to deduce implications of participatory risk management processes for the WSR, wherein the partnership can act as a communicator and ambassador for an improved understanding of risk management as a social process.

In this context, the trilateral dimension, discussed here for the first time in relation with coastal risk management processes in the WSR, is emphasized as an efficient level that offers room for enhanced participatory and negotiation processes that are crucial for enhanced risk management processes.

Ongoing environmental threats have intensified the need for firms to take big leaps forward to operate in a manner that is both ecologically sustainable and socially responsible. This paper aims to assess the degree to which firms are adopting citizen science as a tool to achieve sustainability and social responsibility targets.

This study applies a qualitative content analysis approach to assess the current presence of citizen science in sustainability and social responsibility reports issued by Globescan sustainability leaders and by firms ranked by the Fortune 500 and Fortune Global 500.

While the term itself is mostly absent from reports, firms are reporting on a range of activities that could be classified as a form of “citizen science.”

Citizen science can help firms achieve their corporate sustainability and corporate social responsibility goals and targets. Linking sustainability and social responsibility efforts to this existing framework can help triangulate corporate efforts to engage with stakeholders, collect data about the state of the environment and promote better stewardship of natural resources.

Supporting citizen science can help firms work toward meeting UN Sustainable Development Goals, which have highlighted the importance of collaborative efforts that can engage a broad range of stakeholders in the transition to more sustainable business models.

This paper is the first to examine citizen science in a corporate sustainability and social responsibility context. The findings present information to support improvements to the development of locally relevant science-based indicators; real-time monitoring of natural resources and supply chain sustainability; and participatory forums for stakeholders including suppliers, end users and the broader community.

The notion of social capital refers to social connections between people, such as networking, trust, norms, etc. Rich and good-condition social capital is supposed to enhance collective action in a society. This is why social capital has attracted more attention in the field of development studies and environmental management studies in recent years. However, the forms and conditions of social capital are different in each society and there is no ideal social capital. Therefore, it is important to know the advantages and disadvantages of the original social capital and how it can be supplemented. In the environmental learning project in Danang, Central Vietnam, social capital was fostered through the activities of the residents' group. New and strong networks of people have been created among broader neighborhoods. The residents' group created multidimensional networks (bridges) in the society and helped to foster social capital. Eventually, the residents' group is expected to bring success to the participatory urban environmental project by fostering social capital in the local society.

Disaster response and recovery is implemented through multiple projects with traditional project management approaches criticised as too time consuming and inflexible in circumstances of high uncertainty, requiring rapid reaction for multiple stakeholders. This research aims to understand the role of project and stakeholder management in the management of disasters as an opening for identifying improved disaster resilience opportunities using participatory project management approaches.

Using the 2011 Queensland floods as a case study, the positioning of project management in disaster management discourse was investigated through summative content analysis.

Results demonstrate that project and stakeholder engagement are poorly positioned in current disaster management discourse, although risk management appears more central, closely associated with disaster response.

This is the first stage of more extensive reviews of the positioning of project management in disaster management policies and practice. Further stages will involve a wider range of texts and textual analysis.

Results confirm poor recognition of traditional project management approaches in disaster management discourse indicating potential for more innovative and participatory approaches integrating multiple stakeholder perspectives to support disaster resilience.

Achieving improved community safety and disaster resilience requires multiple stakeholder collaboration for capability development in effective management of projects required to predict, respond and recover from disastrous events.

The paper addresses the sparse overlap between project and disaster management literatures identifying potential for more participatory management of disaster events.

The purpose of this paper is to examine the effect of social capital with bonding and bridging distinction in promoting higher participation in collective action in participatory irrigation management.

A sample of 304 farmers was surveyed using a structured questionnaire. A focus group discussion was also carried out with randomly selected water users, leaders and irrigation officers. A confirmatory factor analysis and structural equation modelling were used to test the hypothesised relationship of bonding and bridging social capital towards collective action.

The findings show that social capital has a significant direct effect on collective action and an indirect effect on joint irrigation management's perceived performance through collective action (mediator). It implies the need to complement the participatory irrigation management programme with an understanding of the social aspects for a higher farmer's participation over the shared resource.

The paper emphasises social capital's role in facilitating a real participatory engagement in shared resource management. Also, it is the first scholarly work linking social capital with bonding and bridging distinction towards collective action in a joint resource management context.

This paper aims to develop a participatory approach to place branding. In doing so, it offers guidance on how to implement a participatory place branding strategy within place management practice.

The paper is based on theoretical insights drawn from the combination of distinct literatures on place branding, general marketing and collaborative governance.

The paper highlights the importance of residents in the place branding process and argues that their special functions as ambassadors for the place constitute the most valuable assets in place branding. Thus, a participatory place branding approach involving residents is needed. To implement this approach, three stages are necessary: (stage 1) defining a shared vision for the place including core place elements; (stage 2) implementing a structure for participation; (stage 3) supporting residents in their own place branding projects.

The inclusion of residents is often requested in contemporary place branding literature. Unfortunately, none of these articles offer a real strategy for participatory place branding so far. Thus, this conceptual essay provides a participatory place branding approach to help place managers implement such structure.

Risk assessments are the very basis on which planning and implementation are carried out. In the context of urban risk management, the assessment processes are complex to understand as they involve multi-sectoral parameters. Many of the issues involved are of technical nature, but this also requires focus on the principles behind the assessment process including participatory assessment tools.

Action planning is a participatory, short-term, visible, output-oriented process that enables urban community groups to plan the development of risk reduction actions in their locality and to lead the implementation of the action plans.

There are three kinds of actions that emerge from an action planning process: (i) those that can be implemented by the community groups themselves, (ii) those that need some external help for implementation, and (iii) those that can only be implemented by specialized agencies from outside the community. Implementation management processes thus need to look at how internal systems can be established to operationalize self-action, and to coordinate external interventions.