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Disasters cause economic and human losses. In order to mitigate the impact of disasters, there is now a global consensus amongst national and international actors that policies and programmes must be linked to support human existence. This global consensus is reflected in the 'Sustainable Development Goals (SDGs) 2015-2030' and the 'Sendai Framework for Disaster Risk Reduction 2015-2030' (SFDRR). With this global consensus and the need to reduce disaster risks and disaster losses, there has been an increasing demand for specialised professionals and future leaders to understand the nuances of risk, crisis, disaster and development and their interfaces. However, what is yet to be seen is, how these global trends, national needs and everyday realities of the disaster-affected and vulnerable communities are integrated into professional development programmes taught within Higher Education Institutions (HEIs) in Japan and the UK, to build the capacity of students and their leadership skills. The Universities of Kansai, Sheffield and Leicester undertook a joint research project (funded by Kansai University's Grant-in-Aid for the Promotion and Upgrading of Education and Research) from July 2017 to August 2018 to study and recommend a Future Leader Programme that might be required to improve students’ learning and leadership skills for the effective management of risk, crisis, disaster and development. Three objectives were set for this study: 1) To identity and map the number of courses/programmes on risk, crisis, disaster and development management (RCDDM) offered by the HEIs in the UK and Japan. 2) To identify indicators for a quality Future Leader Programme in line with the SDGs and SFDRR. 3) To engage with key stakeholders to validate the indicators and explore the meaning of a future leader. To realise these objectives qualitative methods were used to collect data from July 2017 to December 2018. This included mapping and reviewing of RCDDM Programmes and the Times Higher Education databases in the UK and the KAKEN database, developing indicators through a literature review on 'quality' education and a content analysis of the SDG and the SFDRR, and gathering opinions through two key stakeholders' workshops and several formal and informal interviews with students and academics. The findings suggest that as of October 2017, there were a total of 48 HEIs in the UK and 777 in Japan that offered courses/programmes in RCDDM. From the content analysis of the SDGs and the SFDRR, it was found that Goals 4, 11 and 13, and the SFDRR's Priorities for Actions 1 and 3 were the most relevant to identify indicators for a quality Future Leader Programme. These indicators were ratified by the stakeholders. The stakeholders defined a 'Future Leader' for RCDDM as an individual who brings about change to enrich life standards and communities' abilities to manage risks, crises, disasters and development through social influence. The findings also identify the topics and the type of courses that will be needed to develop a Future Leader Programme for RCCDM.

What are the microfoundations of dynamic capabilities that sustain competitive advantage in a highly volatile environment, such as a transition economy? We explore the detailed nature of these dynamic capabilities along with their antecedents by tracing the sequence of their development based on a longitudinal case study of an organization subject to an external context of radical transition — the Russian oil company, Yukos. Our rich qualitative data indicate two distinct types of dynamic capabilities that are pivotal for organizational transformation. Adaptation dynamic capabilities relate to routines of resource exploitation and deployment, which are supported by acquisition, internalization and dissemination of extant knowledge, as well as resource reconfiguration, divestment and integration. Innovation dynamic capabilities relate to the creation of completely new capabilities via exploration and path-creation processes, which are supported by search, experimentation and risk taking, as well as project selection, funding and implementation. Second, we find that sequencing the two types of dynamic capabilities, helped the organization both to secure short-term competitive advantage, and to create the basis for long-term competitive advantage. These dynamic capability constructs advance theoretical understanding of what dynamic capabilities are, whilst their sequencing explains how firms create, leverage and enhance them over time.

Climate change is recognised as a significant public health issue that will impact on food security. One of the major contributors to global warming is the livestock industry, and, relative to plant-based agriculture, meat production has a much higher environmental impact in relation to freshwater use, amount of land required, and waste products generated. Promoting increased consumption of plant-based foods is a recommended strategy to reduce human impact on the environment and is also now recognised as a potential strategy to reduce the high rates of some chronic diseases such as cardiovascular disease and certain cancers. Currently there is a scant evidence base for policies and programs aiming to increase consumption of plant-based diets and little research on the necessary conditions for that change to occur and the processes involved in such a change. This paper reviews some of the environmental and health consequences of current dietary practices, reviews literature on the determinants of consuming a plant-based diet, and provides recommendations for further research in this area.

A metamodel, derived from the strategic management literature, provided a framework for an eclectic and structured empirical analysis of the globalisation potential of the Russian oil industry and the implications for the international oil industry. A series of interviews were undertaken with senior representatives of Russian and Western oil companies and experts in the field, on the basis of which it was concluded that, despite historical and administrative constraints, there are strong drivers for Russian oil companies to compete globally with the Western oil majors, thereby affecting the international oil game. Ein aus der Literatur im Bereich Strategisches Management konzipiertes Metamodell versah den Rahmen für eine eklektische und strukturierte Analyse des Globalisationspotentials der russischen Ölindustrie und deren Auswirkungen auf die internationale Ölindustrie. Eine Reihe von Interviews wurde unter Leiter der russischen und westlichen Ölfirmen sowie auch unter Gebietsfachleuten unternommen. Aus diesen Interviews war zu entnehmen, daß russische Ölfirmen dazu getrieben werden, mit westlichen Großfirmen zu konkurrieren und damit einen starken Einfluß auf den globalen Wettbewerb und somit auch eventuell auf das internationale Ölspiel ausüben.