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12 articles
Article 23 Jan 2026
Susana Sobral, João Ricardo Catarino and Alexandre Morais Nunes
Sustainable development requires legitimate coordination of cross-sector trade-offs across environmental limits, social needs, and long-term economic viability. Because the implementation of Sustainable Development Goals (SDGs) relies on multi-actor arrangements, collaborative governance (CG) design features may condition
Sustainable development requires legitimate coordination of cross-sector trade-offs across environmental limits, social needs, and long-term economic viability. Because the implementation of Sustainable Development Goals (SDGs) relies on multi-actor arrangements, collaborative governance (CG) design features may condition whether participation translates into joint decision-making. CG emerges from these dynamic strategies to produce public products and services with multiple stakeholders, aligning and integrating the various parties’ ambitions. Given the ongoing discussion on SDGs, marked by the complexity and interdependence of actors, innovative, collaborative solutions are needed to achieve the desired goals. This necessity is further underscored by introducing a goal related to partnerships and collaboration: “Partnerships for Development” (Goal 17), demonstrating that collaboration is a crucial element for sustainable development and the implementation of the SDGs and the 2030 Agenda. Thus, this study aims to explore how CG supports strategies to implement the SDGs. To this end, through content analysis, we examine four initiatives involving public and private actors related to the implementation of the SDGs in Portugal. We aim to analyze whether these meet the criteria of CG and the various dimensions anticipated for its process. Only one initiative meets the criteria for CG, and Portugal still needs an established collaborative governance arrangement for implementing the SDGs. Therefore, it is necessary to invest in collaborative arrangements initiated by public organizations that allow for participation in decision-making and greater consensus-building, preserving a real contribution to public policy and a better understanding of the impacts and benefits of collaboration. It is also necessary to discuss the need for metagovernance structures for sustainable development.
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296 Views74 Downloads
Article 26 Nov 2025
Kurt Orkun Aktaş, Ajda Zaim, Özlem Nur Aslantamer, Gözen Güner Aktaş and Hüseyin Emre Ilgın
Highlights of Sustainability
Volume 4 (2025), Issue 4, pp. 256–284
Volume 4 (2025), Issue 4, pp. 256–284
823 Views140 Downloads
Review 21 May 2025
Hüseyin Emre Ilgın and Özlem Nur Aslantamer
Highlights of Sustainability
Volume 4 (2025), Issue 2, pp. 122–145
Volume 4 (2025), Issue 2, pp. 122–145
2981 Views440 Downloads3 Citations
Article 27 Mar 2024
Hannes Antonschmidt
Highlights of Sustainability
Volume 3 (2024), Issue 2, pp. 116–128
Volume 3 (2024), Issue 2, pp. 116–128
2666 Views713 Downloads
Article 13 Feb 2024
Piotr Gorzelanczyk and Henryk Tylicki
Highlights of Vehicles
Volume 2 (2024), Issue 1, pp. 1–12
Volume 2 (2024), Issue 1, pp. 1–12
3087 Views730 Downloads
Article 20 Dec 2023
Mouna Samaali, El-Hassane Aglzim, Xavier Dessertenne and Patrick Dubreuille
Highlights of Vehicles
Volume 1 (2023), Issue 2, pp. 68–85
Volume 1 (2023), Issue 2, pp. 68–85
3126 Views1012 Downloads
Article 17 Jun 2023
Wan-Ju Chen, Rong-Ho Lin and Chun-Ling Chuang
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 110–137
Volume 2 (2023), Issue 2, pp. 110–137
4329 Views1400 Downloads1 Citations
Article 14 Jun 2023
Małgorzata Polkowska
Space tourism is recreational space travel, whether by government vehicles, such as the Russian Soyuz and the International Space Station (ISS), or by vehicles built by private companies. Since the flight of the world’s first space
Space tourism is recreational space travel, whether by government vehicles, such as the Russian Soyuz and the International Space Station (ISS), or by vehicles built by private companies. Since the flight of the world’s first space tourist, American businessman Dennis Tito (28 April 2001), space tourism (orbital) has been slowly growing. Orbital space tourism is very expensive, so a number of private companies have decided to concentrate on building much cheaper suborbital vehicles, designed to take passengers to altitudes of up to 100 km. On 4 October 2004, SpaceShipOne, funded by Virgin Galactic and designed by an American engineer, won the X Prize and, in doing so, ushered in a new era of commercial crewed spaceflight and space tourism. Since then, the design and construction of suborbital spacecraft have become increasingly popular. Such ships, in principle, do not have the ability to cross the imaginary 100 km boundary and enter the Cosmos area. However, space tourists can find themselves weightless for a few minutes. In fact, not only technical but legal difficulties have caused suborbital tourism to develop at a slow pace so far. This article concentrates on some legal challenges regarding space tourism, not going into details about states’ politics and international organizations’ activities.
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Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 100–109
Volume 2 (2023), Issue 2, pp. 100–109
4362 Views3893 Downloads
Review 8 May 2023
Annette Toivonen
Highlights of Sustainability
Volume 2 (2023), Issue 2, pp. 75–82
Volume 2 (2023), Issue 2, pp. 75–82
6300 Views4902 Downloads5 Citations
Article 21 Oct 2022
Elena Bulmer, Magali Riera Roca and Julio Blas
Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models
Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models to frameworks that are based on the management of people and society. This article researches the concept of sustainable leadership in the project management profession. It evaluates the level of sustainable leadership among project managers in Spain using the Avery and Bergsteiner’s (2011) model of bees and locusts as a reference framework (Bee and Locust Sustainable Leadership Model). A qualitative study was carried out based on the analysis of the responses given by sixty-eight project managers in Spain who answered a 52-point ques-tionnaire. The findings yielded interesting results. It was found that in projects considered as temporal organizations, companies tended to employ a mixture of bee and locust’s leadership elements. Respondents recognized the importance of employee training and development, and most considered that it was essential to consider the environment when determining the organization’s commercial objectives. However, based on this study’s findings, the project management profession still has a long way to go as regards the practical implementation of sustainable leadership.
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Highlights of Sustainability
Volume 1 (2022), Issue 4, pp. 224–232
Volume 1 (2022), Issue 4, pp. 224–232
5591 Views2599 Downloads8 Citations
Volume 5 (2026), Issue 1, pp. 70–83