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This paper investigates rose and rose oil production in the province of Isparta, Turkey, with reference to the discourses on and procedures of price formation. Farmers have been engaging in rose cultivation for over a century and rose oil production is considered to be a traditional industry. The market actors for rose oil are global cosmetic and local processing firms and almost all rose oil from Isparta is exported. Prices and production have been steadily increasing since 2010. Although prices are seen as good, there are concerns about overproduction and fierce competition between the rose oil firms to buy the harvest, hence pushing up rose prices and, leading to a crash in rose oil prices on the world market. Through careful observation of payment and price formation procedures, the paper raises issues concerning the moral economy of price formation. Findings are provisional and the research is on-going, but the discourse on just prices clearly suggests that value judgments are embedded in and implicitly critical of capitalist markets.

While there has been great attention directed at innovation within organisations in business contexts, there has been less focus on the role of innovation at higher education institutions. A changing and turbulent environment is also placing more pressure on universities and business schools to re-imagine, inspire and design an innovation culture. This empirical case presents the innovation leadership team’s point of view on the effect of innovation leadership when integrating the ISO 56000 series-based innovation management system at the University of Ruse in Bulgaria. Several face-to-face interviews and questionnaires are conducted to uncover gaps in innovation leadership based on a comprehensive literature review and the current state of the innovation management system. These gaps hold potential for improvement of the existing management system which are discussed, and recommendations are formulated in the conclusions section of this chapter. Taking into consideration the specific context in which this case study has evolved can help readers and other innovation leaders adapt the facts, conclusions, and lessons learned for universities and business schools. This chapter presents lessons learned and best practices by the innovation leadership team, as demonstrated in several cases at the University of Ruse ‘Angel Kanchev’, Bulgaria.

Using the case of the Deepwater Horizon blowout in the Gulf of Mexico in 2010, I argue that the catastrophe was less an example of a low probability-high catastrophe event than an instance of socially produced risks and insecurities associated with deepwater oil and gas production during the neoliberal period after 1980. The disaster exposes the deadly intersection of the aggressive enclosure of a new technologically risky resource frontier (the deepwater continental shelf) with what I call a frontier of neoliberalized risk, a lethal product of cut-throat corporate cost-cutting, the collapse of government oversight and regulatory authority and the deepening financialization and securitization of the oil market. These two local pockets of socially produced risk and wrecklessness have come to exceed the capabilities of what passes as risk management and energy security. In this sense, the Deepwater Horizon disaster was produced by a set of structural conditions, a sort of rogue capitalism, not unlike those which precipitated the financial meltdown of 2008. The forms of accumulation unleashed in the Gulf of Mexico over three decades rendered a high-risk enterprise yet more risky, all the while accumulating insecurities and radical uncertainties which made the likelihood of a Deepwater Horizon type disaster highly overdetermined.