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A climate of austerity has gripped the politico-economic philosophy of many nation states across Europe and beyond as governments seek to rebalance budget deficits. This presents unique challenges for those engaged in purposeful acts aiming to regenerate communities of places – the regeneration managers.

England provides an interesting case study to examine some of the prime challenges facing regeneration managers by focusing on the ideologies that have informed successive UK governments’ policy responses and spatial strategies. The main body of research, including interviews, was carried out between 2010 and 2012, and was subsequently updated in early 2013.

Tracing an apparent transmutation of urban regeneration policy, the chapter helps to unmask a spatially unjust neoliberal toolkit, albeit pierced by some socially motivated actually existing regeneration initiatives. The transmutation of regeneration that has taken place is often concealed by de facto austerity measures and austerity politics.

The programme of interviews remains ongoing, as the research continues to track the shifting contours of state-led regeneration policy. Analysis is therefore provisional and explorative, with more detailed research reports and publications subject to follow.

The chapter explores emerging new agendas and sets out to identify some of the primary challenges that regeneration managers must face.

‘Regeneration’ as a state-led policy objective and political concern has been virtually expunged from the Coalition lexicon. The present policy preference is to target public resources in ‘value-added’ schemes that favour private oriented objectives in a highly unbalanced way.

The curtailment of broader regeneration debates has framed discussions limited to the depth of cuts, the speed of implementation and the spatial distribution of such measures. The result is that regeneration, understood as a capitalist policy instrument intended to respond to and assuage the outcomes produced by capitalist frameworks, is no more.

This chapter introduces the volume’s theme by considering how the forces of globalization and complexity are leading organizations to reshape and redesign themselves, how meeting the challenges of sustainable effectiveness and shared value require multiorganization networks and partnerships, and how networks and partnerships develop, function, and can produce both private benefits and public goods.

We apply findings from social and political evolution frameworks, partnership and collaboration research, and design for sustainability concepts to induce the likely conditions required for sustainable effectiveness from a network perspective.

Successful partnerships and collaborations in service of sustainable effectiveness will require individual organizations to change their objective function and build new and varied internal and external capabilities.

The chapter sets the stage for the volume’s contributions.

In the aftermath of the global financial crisis (GFC) governments lost confidence in market fundamentalism and realised the inadequacies of regulatory measures. The purpose of this paper is to outline the proximate causes of the financial crisis of 2007‐2009 and to investigate the role of the shareholder wealth maximization (SWM) objective in the GFC.

The methodological procedure used in this paper is based on the historical case‐study approach. Case reviews of individuals and world‐level role models of the financial crisis have been cited in this paper. From this aggregated material, the paper examines the side effects of the SWM objective in order to develop the argument that the SWM objective played a role in the present crisis.

The case studies revealed that unethical behaviour, agency issues, CEO compensation, creative accounting and risk shifting are some of the side effects of SWM. These cases indicate that the assumptions on which SWM are based are questionable. Further, it can be argued that the root cause of the GFC is excessive greed and the single‐minded pursuit of SWM.

Though many studies have attempted to identify the proximate causes of the GFC, this paper is novel in highlighting the impact of the SWM objective function.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

This paper aims to offer marketers an example of the application of stakeholder theory and analysis, using a current discourse between a number of stakeholders about their views on issues raised in a report on a model for the sustainability of life in Australia in the future.

Through a systematic discourse analysis of the text of the speakers on the documentary program, the relationship of each stakeholder group to the issues at the centre of the discourse is unpacked.

Four themes emerged from the analysis indicating that the thinking of the stakeholders on the concept of an “economy” was based on different theoretical schemata; their level of concern for “sustainability” of a viable economic model varied; they did not agree on the question of who is responsible for a “sustainable future”; and the philosophical positions of the stakeholders on the issue varied considerably.

The implications for marketing communicators or stakeholder groups, needing to lobby, negotiate or influence others who operate in a different paradigm, are discussed.

An integrated marketing communications model is proposed that accounts for important relationships between the organization and its key stakeholders. The contribution to marketing lies in the demonstration that consideration of each step in the plan as it relates to each stakeholder, rather than a single‐minded approach, provides an opportunity for competitive advantage.

Are men and women akin to single‐minded, “cold” calculators, each out to maximize his or her own well‐beings? Are humans able to figure out rationally the most efficient way to realize their goals? Is society mainly a market place, in which self‐serving individuals compete with one‐another‐at work in politics and in courtship enhancing the general welfare in the process? Assuming human beings see themselves both as members of a community and as self‐serving individuals, how are the lines drawn between the commitments to the commons and to one's self? we are now in the middle of a paradigmatic struggle. Challenged is the entrenched utilitarian, rationalistic — individualistic, neoclassical paradigm which is applied not merely to the economy but also, increasingly, to the full array of social relations, from crime to family. One main challenger is a social‐conservative paradigm that sees individuals as morally deficient and often irrational, hence requiring a strong authority to control their impulses, direct their endeavors, and maintain order (Etzioni, 1988).

Among the several sub‐themes for this Special Issue this paper aims to deal, broadly, with the Hindu view of economics and allied matters.

The approach is a conceptual one that highlights a few crucial aspects of the “positive” flank of Hinduism vis‐à‐vis its “normative” dimension. Researchers, thinkers, scholars and, above all, some important but ignored realizers of Hindu psycho‐philosophy, have been dug into for materials comprising the paper.

The findings clearly show that the amazing sustainability of Bharat's (i.e. India's) socio‐economic processes, structures and systems, despite the tortures of history visiting her, can be explained by her abiding fidelity to the eternal as the basis of the temporal. This is the very foundation of the sacro‐secular character of Hindu culture.

The expected impact is long‐term through deep‐structure germination on a wide tract. Hurried practical application in tiny fractions is not intended as this will be premature and superficial.

The contents of this paper are meant to generate a holistic and respectful orientation to the forging of constructive links between culture and economics in the context of Hinduism.

Development needs of a country like India are extremely disparate, and therefore a unifocus of financial and government agencies on investment considering economic returns shall fail to achieve overall development of the country. The gradual trickle of impact investing in India should begin to look beyond the traditional sectors like manufacturing and agriculture towards nontraditional sectors like culture and heritage which involves the affective and cognitive attributes of the community while being a part of its daily chores. If funds are judiciously channelized towards this sector, then a holistic impact on social and environmental growth can be expected along with the economic returns. Tourism and allied industries would be a direct economic beneficiary which would help generate employment, preserve tangible and intangible heritage manifestations and inculcate a sense of pride in the self and social cohesion. The current article presents two conceptual models arguing the higher efficacy of the impact investing model over traditional financing model.

The rising conflict in the global village indicates that second‐wave ideologies which promote competition, greed and self‐interest must be replaced with a third‐wave doctrine that encourages co‐operation, altruism and service to others. It appears that a paradigm shift has already taken place which makes it possible to propose a third‐wave ideology called competruism. This conservation doctrine has the potential of raising the survival chances of mankind in this period of increasing uncertainty.

This paper compares the shopping behavior of Chilean consumers with those in China. Both Chinese and Chilean mall visits are driven, first and foremost, by purchase; however, consumers in Chile tend to be less single minded than their Chinese counterparts. Differences also exist between the two populations in their way of selecting the mall, shopping characteristics, and purchase patterns. Most importantly, Chinese shoppers relied more on their mall visits than Chileans in searching for information and finalizing their purchase decisions; at the same time, they were much more cautious in committing themselves to a purchase.