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This paper aims to examine a co-produced initiative implemented at the University of the West of England, UWE (UWE) between September 2022 and April 2023. The student-led project (Climate, Conversations and Cake: The 3C’s) addressed environmental and climate crisis awareness through monthly gatherings where, in partnership, students, academic staff and professional personnel gathered to share food, engage in conversations and partake in joint activities.

This paper draws upon a mix of student and staff feedback, gathered through surveys and written/verbal reflections, to explore the value and impact of this project.

The project received two UWE student Union awards for teaching sustainability and for student welfare, and was a finalist in the UK and Ireland Green Gown Awards. The 3C’s provided a platform for emotional expression by fostering a safe and supportive environment and encouraged students to reflect, share, apply and deepen their learning experiences in an informal setting characterised by compassion and empathy. This paper highlights the importance of developing supportive and compassionate pedagogical practices which recognise and normalise climate concern.

The findings contribute to the growing body of literature on co-produced projects within higher education institutions, showcasing the potential of such initiatives to encourage meaningful engagement and empower students in addressing the pressing challenges of climate crisis. In addition to providing an evidence base for the value of such initiatives, through outlining the specifics of this student-led project, a framework that can be used by other institutions to develop their own initiatives is offered.

The present study used a process approach to examine how a small entrepreneurial family business in the tourism industry evolved during different stages of the Covid-19 pandemic and across different dimensions of resilience.

The research strategy consisted of a real-time longitudinal case study during the Covid-19 pandemic in Brazil, based on interviews conducted with the founders of the business.

The results show how the firm responded to the pandemic and moved through different stages – interruption, loss, resumption, and recovery – as the crisis evolved. During each stage, there were manifestations of different dimensions of organizational resilience: anticipation/awareness, coping and adaptation. The entrepreneurs mobilized several capabilities – emotional, cognitive, behavioral, and relational – during the different stages and across different dimensions to face and respond to the pandemic.

The contributions of the study stem from the lack of research on how small entrepreneurial family businesses in the tourism industry are impacted by disruptive events of long duration and multiple cycles. Specifically, the study contributes to the understanding of how this type of firm responds to these crises, mobilizing different capabilities at different stages and across different dimensions of organizational resilience.