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As businesses confront a world of increasing complexity, some global organizations have responded by placing co‐CEO's at their helm, judging that the demands of the job merit the commitment of two executives. This response has yielded mixed results and continues to generate controversy and generate questions about how to maximize success and avoid pitfalls. This paper aims to address these issues.

To address the dynamics and efficacy of shared leadership, the authors interviewed 19 co‐heads, the majority of whom have shared the role more than once.

The study finds that, in best practice organizations, the shared leadership structure is an accepted leadership strategy used sometimes at the top, and more often at the business unit level with the added benefit of grooming business leaders and providing a testing ground for the top spot.

The initial challenge of successful shared leadership is to craft a set of roles, rules, and responsibilities that leverage the talents and interests of each leader and avoids replicating the silos of function‐based power often entrenched in the organization.

The authors found that adopting co‐head roles is best thought of as an interim strategy that requires careful consideration of corporate context and competitive environment and the risk factors involving the personal dynamics of shared leadership.

With a trend of significant growth and continued corporate enthusiasm, corporate universities have reached a high level of acceptance and face a new set of challenges. Factors contributing to growth include partnering with universities to strengthen delivery advantage, centralizing resources, creating strategic alignment of education with business goals, and on overall renewed appreciation for education in the workplace. Themes guiding universities into the year 2000 are more awareness of the need to balance client responsiveness with a longer‐term view of the business, and tighter integration of education with the corporate goals. Challenges facing the leading‐edge institutions and their responses are examined. Best practices are reported in the areas of curriculum/delivery, participant/ student challenges, faculty/trainer issues, and measuring program effectiveness.

The University of Tampa Center for Leadership offers extensive leadership development activities, many of which are based on concepts derived from theories collectively referred to as “new science”. New science – those discoveries in the physical and biological sciences during the twentieth century that have challenged us to consider our world from the perspectives of quantum mechanics, self‐organizing systems, and chaos theory – have been translated into specific leadership development activities. Examples include: (1) a focus on heuristic models to guide leader behaviour; (2) the assessment of leadership competence from multiple, non‐averaged, perspectives in contrast to a top‐down or an “average” perspective; and (3) the use of live practice fields which incorporate many complex relationships among both issues and issue advocates to diagnose and learn about leadership effectiveness within organizations.

The purpose of this paper is to review current trends in reforms of the supervisory architecture in European Union (EU) countries.

Against the background of the debate on the advisability of further centralizing prudential supervision in the EU this paper develops a study of applied institutional economics, analyzing the financial supervisory architecture of each of the 27 EU countries and assesses their degree of institutional convergence. The paper investigate whether the recent wave of reforms are leading to a convergence of the national architectures.

While the degree of supervisory convergence is low, there is no single superior model of bank supervision.

The paper contributes to the debate on convergence of supervisory architectures in EU member countries.

This chapter investigates the importance of fashion houses in the progressive redefinition of tourism geography within a metropolitan context. The purpose is to highlight how these brands manage both to integrate marginal urban areas into the tourist circuits and to co-construct market-oriented heritage policies. Through the case of Fendi Roma and the EUR district (Rome, Italy), this chapter explores their degrees of involvement in the processes of requalification and estheticization of peripheral urban areas. The study found that the involvement of the luxury brand in Roman urban governance is symptomatic of evolutions in the political strategies pursued by public actors in their relations with private investors.

This paper aims to analyse the economics of financing banking supervision and attempts to respond to two questions: What are the most common financing practices? Can the differences in current financing practices be explained by country‐specific factors, using a path‐dependence approach?

The paper performs an empirical analysis that identifies the determinants of the financing structure of banks' prudential supervision using a sample of 90 banking supervisors (central banks and financial authorities).

The paper concludes that supervisors in central banks are more likely to be publicly funded, while financial authorities are more likely to be funded via a levy on the regulated banks. The financing rule is also explained by the structure of the financial systems. Public funding is more likely in bank‐oriented structures. Finally, the geographical factor is also significant: European bank supervisors are more oriented towards the private funding regime.

In general, the paper does not find evidence of the role of the political factor, the size of the economy, the level of development and the legal tradition.

The paper analyses the financial governance of banking supervision in a sample of 90 countries world‐wide. The empirical analysis focuses on the financing rules and identifies factors that explain the differences between supervisory authorities.

Almond oil is a gourmet product with functional food characteristics owing to its high almond oil content and high nutritional quality. One of the primary constraints on its production is the lack of information regarding oil extraction from an industrial perspective, including by-products generation.

The performance, quality and composition characteristics were analyzed, both from the physical-chemical and organoleptic point of view, of the almond oils obtained through two pressure systems: screw press (SP) and hydraulic press (HP). To ensure the success of almond oil production at a commercial scale, in this work, an economic study of the costs of the process was carried out as a complementary part of optimizing the production of virgin almond oil.

Physicochemical analysis showed little difference, just in total sterols (HP 2069, SP 2153) and some quality indexes (K232: HP 1.63, SP 2.13; peroxide index: HP 1.74, SP 0.95), in contrast to sensory analysis. Consumer judges valued roasted almond oil extracted using a HP the best. The production cost of the oil extracted with the SP was €23.05/l. With the HP it was €25.13/l, owing to the lower oil yield in the extraction. The most expensive treatment was for the HP with toasted almonds (€27.76/l), owing to the greater need for processing.

Production costs derived from the method used have received little attention. This paper presents data that allow for the transference between academic and industrial ambit and their economic viability.