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This chapter utilises the analogy of ‘parasitical resistance’ (Fisher, 2020) to explore how young people act and interact in ‘adult’ contexts, where they are welcome as young people but still subordinated because of their age, and sometimes their gender. The analysis of young people’s participation in the Greater Manchester Youth Combined Authority suggests that young people who participate in formal, adult spaces need to be able to find the ‘play in the system’ to be heard and to be involved in decision-making. In this sense, the young people embraced a form of ‘parasitism’ and developed tactics to ‘effect subversion from within hegemonic structures’ (Fisher, 2020). This new paradigm argues that resistance is less likely to be found in a radical activism now and is more likely to be found instead in the mutually exploitative relations between dominant hosts (in this case, ‘adults’) giving of their power just enough, and ‘parasitical’ actors (in this case, young people) taking only as much as they need for their own ends. The chapter does not argue that young people are ‘parasites’ at the adult table but, rather, it acknowledges young people must find ways to ‘play the game’ in spaces where longstanding tools of radical resistance have limited effect. The ‘play’ is not unproblematic, however, and the chapter concludes that young people need more than just ‘being heard’ and contributing to something that is achievable, but not especially disruptive or redistributive. Instead, involvement of young people should be focused on achieving genuine parity that can benefit as many marginalised and precarious young people as possible.

There is a growing recognition that participation in ‘shadow’ structures such as youth councils, forums and parliaments does not meet all of young people’s needs for action and engagement, and a growing emphasis on finding and recognising opportunities for young people to move out of these structures and initiate their own forms of democratic action for change. This chapter, co-written by academics and young researchers recruited from a youth council, tells the story of an action research project set up under the auspices of PARTISPACE which aimed to learn about the dynamics of self-initiated and autonomous youth participation beyond the confines of formalised youth participation structures. In this chapter, the authors explain what we all brought to the project, reflect from different perspectives on the process we went through, the challenges we encountered, the outcomes we achieved, and make sense of what we, collectively and individually, learned from the experience about different processes of participation.

Social Entrepreneurship, Organizational Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case teaches about green organization, its opportunity, challenges, and attitude toward sustainable agriculture. The Babylon Vertical Farms (BVF) is an agricultural and technological company that grew high-quality hydroponic vegetables and herbs with minimum use of sunlight, soil, and pesticides. BVF used recycled water through reverse osmosis process with the target to decrease cultivated time to less than six hours, when compared to the typical 18 hours, apart from minimizing water usage up to 90%. Knowing its potential, Stuart Thomas, the founder and his team planned to increase the farm production to 2,000–3,000 kg a month from 1,000 kg a month. The farm required RM150,000 to acquire resources and to extend its farm infrastructure. Stuart and his team had to make feasible and practical decision in gaining their funds to execute the business to be one that is sustainable and green. As a social entrepreneur, Stuart also wanted to address poverty-related hunger. A group of investors was ready to invest and asked for 30% equity. Stuart was tempted to take the offer. If he rejected the offer, the farm could lose the opportunity to scale-up its operation. At the same time, if he accepted the offer, he might lose control over the business one day.

The learning outcomes are as follows:

• to expose students to the various forms of urban farming that a social entrepreneur can venture into;

• to expose students to the benefits of green business;

• to evaluate potential opportunities and threats of a green organization using SWOT analysis; and

• to recommend a possible strategy to build a sustainable agriculture farm that is economically viable, environmentally sound, and socially responsible.

to expose students to the various forms of urban farming that a social entrepreneur can venture into;

to expose students to the benefits of green business;

to evaluate potential opportunities and threats of a green organization using SWOT analysis; and

to recommend a possible strategy to build a sustainable agriculture farm that is economically viable, environmentally sound, and socially responsible.

This paper explored collective grief through the case of a Business Management College which suddenly and unexpectedly went into administration. The aim was to gain and apply insight to future crises in collective grief such as what occurred during Covid 19.

120 EVRE submissions with weekly reflective journal entries and 121 Capstone submissions including reflections were analysed as secondary textual data using content-thematic analysis and inferential statistics.

This study confirms the theory that grief is not linear. However, even though no positive correlation was found between two different cohorts (EVRE and CAPP submissions), who did experience the same crisis in different ways, those people did all seem to share the stage of avoidance.

The textual data was limited in scope as not all students chose to express their grief through the written submission or the Kubler-Ross lens.

This research does suggest that initially, institutional responses to collective grief should address initial stages of “avoidance”.

In responding to collecting grief, such as Covid 19, institutions need to recognise the non-linear process of grief and not expect a “one-size-fits-all” approach to be a viable solution.

There is not much research available looking at student experience and emotional pressures (if at all) collectively during a crisis.

Although there is increasing insight in student engagement (SE) in higher education, there is limited insight in how students experience SE in a transnational setting. The purpose of this paper is to explore SE perceptions and transnational experiences. A model, derived from the literature, representing four student identities (consumer, partner, co-creator and citizen) guides the empirical analysis.

Using a phenomenological approach, 18 in-depth interviews were carried out with students (business and management) enroled in transnational education initiatives of three Scottish universities in India, Singapore and the United Arab Emirates.

Students primarily identify the partner and consumer model. Significant levels of apathy were found, not only at the level of the students, but also the staff and the university.

Although the study was based on a relatively small sample, it does highlight the impact of the context (external commitments part-time students, “fly in” staff from home campus) on levels of SE.

Stressing again that the study was explorative, the key practical message is that ultimately meaningful dialogue on SE between all stakeholders – inside and outside – needs to take place to forestall a vicious circle of apathy that would be detrimental for quality (assurance).

This is one of the first papers on SE in a transnational context and offers a solid point of departure for follow-up research.

The purpose of this paper is to examine whether the registered charities in New Zealand have adopted the principle‐based corporate governance practices similar to those adopted by the publicly‐listed companies and the effect corporate governance practices have on their financial performance measured by technical efficiency, allocative efficiency and quick ratio. The paper addresses four important questions: how registered charities in New Zealand are managed and controlled; whether the funds donated to registered charities are utilised effectively; the nature of the corporate governance practiced by registered charities in New Zealand; and the nature of compliance to the Charities Act 2005.

Panel data for the registered charities over the period 2008‐2010 are analysed using ordinary least squares (OLS) regression and Tobit model regression. Technical efficiency, allocative efficiency and quick ratio are used as the dependent variables.

The findings indicate that there is no reporting requirement for the registered charities under the Charities Act 2005 to report detailed information regarding the board make‐up, board committees, board meetings, etc. and therefore, registered charities have not reported such information. The results show also that board gender diversity is an important corporate governance mechanism to mitigate agency problem in charitable organisations in New Zealand. However, large board size and large donors have potential to increase agency costs in charitable organisations in New Zealand.

Caution should be exercised when interpreting and generalising the paper's results, as this study is a case study of registered charities in New Zealand and data comprised only large charities that have revenue over NZ$20 m. It should also be noted that there was a small sample size, which may have had a bearing on the results.

This study offers insights for policy makers and practitioners interested in adopting similar corporate governance practices within their country.

Within New Zealand, issues relating to management and control of charitable organisations are better understood and as a consequence, development of sector‐wise standards could be initiated.

This research is novel as it investigates the nature of corporate governance practices relating to the registered charities in New Zealand. The availability of data provided by Charities Commission made this research possible.

Strategic option generation is a fundamental step in strategy formulation. Several lenses have been proposed to explain its foundations, including the microeconomics positioning school, and the resource and capabilities based view of the firm. These approaches are largely based on inductive and deductive logics, which are not the logics that provide strategic options that are potentially novel, profitable, and largely differentiated from competitive offerings. In this chapter, we propose a unifying framework of the cognitive foundations of strategic option generation. Building on five fundamental cognitive acts – imitation, framing, analogical reasoning, abductive reasoning, and mental simulation, this proposed model both synthesizes the extant literature and provides guidance about promising avenues for future theoretical and empirical research.