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A diversity of place‐based community economic practices that enact ethical interdependence has long enabled livelihoods in Monsoon Asia. Managed either democratically or coercively, these culturally inflected practices have survived the rise of a cash economy, albeit in modified form, sometimes being co‐opted to state projects. In the modern development imaginary, these practices have been positioned as ‘traditional’, ‘rural’ and largely superseded. But if we read against the grain of modernisation, a largely hidden geography of community economic practices emerges. This paper introduces the project of documenting keywords of place‐based community economies in Monsoon Asia. It extends Raymond William’s cultural analysis of keywords into a non‐western context and situates this discursive approach within a material semiotic framing. The paper has been collaboratively written with co‐researchers across Southeast Asia and represents an experimental mode of scholarship that aims to advance a post‐development agenda. [ABSTRACT FROM AUTHOR]

Since the creation of the National Health Service (NHS) in the United Kingdom in 1948 there have been significant changes in the way waste materials produced by healthcare facilities have been managed due to a number of environmental, legal and social drivers. This paper reviews the key changes in legislation and healthcare waste management that have occurred in the UK between 1948 and the present time. It investigates reasons for the changes and how the problems associated with healthcare wastes have been addressed. The reaction of the public to offensive disposal practices taking place locally required political action by the UK government and subsequently by the European legislature. The relatively new UK industry of hazardous healthcare waste management has developed rapidly over the past 25 years in response to significant changes in healthcare practices. The growth in knowledge and appreciation of environmental issues has also been fundamental to the development of this industry. Legislation emanating from Europe is now responsible for driving change to UK healthcare waste management. This paper examines the drivers that have caused the healthcare waste management to move forward in the 60 years since the NHS was formed. It demonstrates that the situation has moved from a position where there was no overall strategy to the current situation where there is a strong regulatory framework but still no national strategy. The reasons for this situation are examined and based upon the experience gained; suggestions are made for the benefit of countries with systems for healthcare waste management still in the early stages of development or without any provisions at all. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic is an opportune moment to revisit the mutual relationship between health and development. The Development Financing Institutes (DFI) at the behest of Multilateral and Bilateral actors have been investing in health systems to organize health care services and contribute to the goals of economic development. The article theoretically defines this model of development financing in health, and questions the utility of health systems which is indifferent to the wider determinants of health active in the spheres of ecology, environment and society. The pandemic prevention, preparedness and response will require both reassessment of development finance and restructuring of health systems to address the wider determinants of health. The article argues that health systems resilience needs to take one health approach in account in order to redesign health systems in the post-pandemic world. The development finance must rally support behind the one health approach to promote sustainable development, environmental protection, and ensure public health safety and security. [ABSTRACT FROM AUTHOR]

Egypt passed through a critical political transitions and revolutions starting from early 2011 until the arrival of the democratically elected President Abdel-Fattah El-Sisi. The primary slogans of protestors during Egypt’s first 2011 Revolution were ‘bread, freedom, and justice for all (national dignity). These very same issues were addressed previously at the Millennium Summit in September 2000, where the largest gathering of world leaders in history adopted the UN Millennium Declaration, and set up the Millennium Development Goals (MDGs), proceeded by the Sustainable Development Goals (SDGs). Both the MDGs and SDGs aim to extend the rights of each person to quality healthcare, basic education, shelter, and security. Although, achieving the Development Goals is a top priority on the agenda of Egyptian policy makers, some of the goals have not been achieved. In addition, the global economic crisis since 2008 has imposed new challenges and restrictions that decelerated achievement within the agreed time frame set by the United Nations. Egypt has strong potential growth possibilities, a significant human resource base, and a substantial quantity of un-recycled wastes that could be directed toward sustainable development. The intention of this paper was to discuss and propose a methodology, which promotes a productive workforce, and addresses environmental concerns in aims of supporting the UN Millennium Declaration. [ABSTRACT FROM AUTHOR]

This study is the first that theorises and empirically tests, at the organisational level, the role that ‘Green’ Human Resource Management (HRM) practices play in facilitating employees' collective engagement in environment protection by taking voluntary actions that ‘go the extra mile’. In this regard, we take an original perspective on Environmental Management (EM) as an organisational change that requires strong support from employees. This allows us to investigate the mediating role of collective commitment to change – and specifically to EM – with regard to the relationship between ‘Green’ HRM practices and collective voluntary behaviours towards the environment. Our results show that ‘Green’ HRM practices are conducive to voluntary behaviours towards the environment at the collective level. Moreover, employees' willingness to support their organisation in its EM endeavour partially mediates this relationship. Additionally, by conceptualising three different types of ‘Green’ HRM practices, our results disentangle their relative importance and their differing impact on collective behaviours towards the environment. This paper thus provides scholars of EM and managers with original evidence-based guidelines on how to leverage ‘Green’ HRM to enhance employees' collective attitudes and behaviours towards the environment. [ABSTRACT FROM AUTHOR]