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Community forest enterprises (CFEs) represent a unique business model in the forest sector which has significant potential to foster community development through sustainable utilization of forest resources. However, CFEs are mired in numerous management challenges which restrict their ability to harness this potential. This paper identifies those challenges and, by drawing on the field of social enterprises, offers specific solutions to address them. The paper also enriches the social enterprise literature by highlighting the role of decentralized decision-making and community empowerment in achieving sustainable development.

Using qualitative meta-synthesis, the paper first identifies key challenges from the CFE literature. It then draws on the social enterprise literature to distill actionable insights for overcoming those challenges.

The study reveals how the social enterprise literature can guide CFEs managers in making decisions related to human resource management, marketing, fundraising, developing conducive organizational cultures and deploying performance measures.

The paper provides novel and actionable insights into managing and scaling CFEs. It also identifies opportunities for future inter-disciplinary research at the intersection of decentralized management of natural resources and social enterprises that could facilitate progress toward achieving sustainable development.

The purpose of this paper is to present how the construct of relationship value (RV) has the potential to help suppliers understand how to create superior value in their customer relationships and ultimately improve their competitiveness. Nowhere is this truer than in the Canadian wood products industry, where sales to its most important market, the USA, have recently been dwindling. The paper seeks to present how RV was adapted in this research context and extended over elements of scope, range of potential applications, scale of measurement, and computational techniques.

A multiple‐case study was undertaken and consisted of the evaluation of 58 customer relationships for three wood products manufacturers.

Findings highlight the necessary distinction between “value for” and “value of” customers when measuring relationship value from a supply perspective. Based on the value and orientation of exchange, a new segmentation of customer relationships emerges which differentiates “questionable”, “supportive”, “promising”, and “strategic” relationships.

The case study will serve in the development of value‐driven relationship management approaches, which are likely to become a major source of competitive advantage, not only in the wood products industry, but in business in general.

The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.