Analyses the problem that arise in very coordinated, highly synchronised bargaining systems.

Wharton professor George S. Day shows that growth leaders use their innovation prowess to accelerate their growth at a faster rate. In this essential guide, Day reveals how to build this prowess by combining discipline in growth-seeking activities with an organizational ability to innovate.

Which types of regulatory reinvention work and which don't? This book identifies innovative regulatory best practice internationally in a number of specific contexts, providing policy prescriptions which would better enable agencies to fulfil their regulatory missions.

No other European laws are so frequently violated as environmental directives. This informative and illuminating volume explains why member states have repeatedly failed to comply with European Environmental Law. It challenges the assumption that non-compliance is merely a southern problem. By critically comparing and analyzing Spain and Germany, the volume demonstrates that both northern leaders and southern laggards face compliance problems if a European policy is not compatible with domestic regulatory structures. The North-South divide is therefore much more complex than previously thought. Examining each country’s capabilities of shaping European policies according to its environmental concerns and economic interests, the book debates the possible outcomes if the European Union does not come to terms with the leader-laggards dynamics in environmental policy-making. It will be a prime resource for anyone concerned with environmental policy-making and law, particularly within the EU, as well as those interested in environmental and political geography.

Pioneers, Leaders and Followers in Multilevel and Polycentric Climate Governance focuses on pioneers, leaders and followers as central drivers for international climate change governance innovations. A burgeoning literature has identified pioneers and leaders as central drivers for international climate change governance innovations. A wide range of actors (such as international organisations, the European Union, NGOs, corporations and cities) have been identified as potential and actual climate pioneers and/or leaders. Despite this, much of the academic debate is still largely focused on states. To address this research gap, this volume focuses primarily on non-state actors in different multilevel and polycentric governance structures. The chapters offer a critical analysis of the different types of actors (e.g. the EU, corporate actors, NGOs and cities) who can act as pioneers and/or leaders at different levels of climate governance (including the international, supranational, regional, national and local) encompassing non-state and state actors. The volume provides a clear conceptualisation of pioneers, leaders and followers while assessing their motives, capacities, styles and strategies. It examines critically the dynamic interrelationship between leaders and pioneers on the one hand, and followers and laggards on the other. Moreover, it analyses how multilevel and polycentric climate governance structures enable and/or constrain climate pioneers, leaders and followers. This volume will be of great use to scholars of environmental governance, climate change, and international governance. The chapters were originally published as a special issue in Environmental Politics.

The economics and management literature provides theoretical support for both leader and laggard firms to earn higher future operating returns. However, prior empirical research lacks a generalizable proxy to capture leader vs. laggard behavior, thus limiting prior findings to specific contexts. This study utilizes a combination of firm-specific and industry life cycle identification to categorize leaders and laggards and validates the designation against constructs established in prior literature. Additionally, we examine each strategy's effect on future performance, finding that, in general, laggards earn greater operating returns. Laggards gain their advantage through product differentiation, specifically through marketing/advertising expenditures. Leaders are, on average, unable to convert their first movers' advantage into sustainable future profitability once we control for other determinants of profitability. The leader/laggard classification using financial statement information has useful applications in analysis, forecasting, and valuation.