Metropolises are a fundamental characteristic of the 21st century due to the unprecedented urbanization that has seen cities transcend their traditional boundaries. At the heart of the metropolitan question, there is the need for collective decisions and coordinated joint action in a territory characterized by the existence of multiple governments and social actors with different interests, preferences, and resources. Consequently, new institutional arrangements for metropolitan management have continued to evolve aiming to overcome the dilemma of collective action. In this article, we present some principal findings of a study that examines the institutional arrangements of metropolitan governance in the metropolises of Sao Paulo and Belo Horizonte (Brazil), as well as Stuttgart and Hannover (Germany), based on the institutional collective action framework. The research is based on the analysis of the relevant literature, reports, secondary studies, and the conduction of a semi-structured panel interview researchers, revealing varied vertical and horizontal cooperation arrangements, the strengths and weaknesses of their institutional design, and contextual factors that have shaped the governance and planning structures and the possibilities of resilient metropolitan development. The article concludes with some recommendations for the implementation of institutional arrangements at the metropolitan scale for emerging metropolises, particularly in the Global South.

Corporate entities are expected to show a great commitment to the sustainability agenda in response to the Sustainable Development Goal (SDG)-12—‘Ensure sustainable consumption and production patterns’ by 2030. This study, therefore, analyses the sustainability commitments of two major consumer goods companies in Ghana; Unilever Ghana Limited, and PZ Cussons Ghana Limited. It uses the traditional qualitative literature review approach to identify and evaluate the varying commitments of the two entities through an analytic lens of the Sustainable Business Model (SBM) archetypes. The findings indicate that of the eight archetypes, Unilever Ghana Limited is committed to four of the archetypes—1, 3, 6, and 8—whereas PZ Cussons Ghana Limited’s commitments align with five of the archetypes—1, 2, 5, 6, and 8. This indicates a defining step in their sustainability commitments moving forward, however, the translation of the commitments of the two companies into actualities calls for a concerted effort involving the State, civil society, the academic community, and the entities themselves.