This chapter aims to present the complex relations between the local actors, the municipality of Curitiba, and UNESCO via the UNESCO Creative Cities Network to implement the 2030 SDGs on the local level. From the case study, the chapter explores the shortcomings and Eurocentric approach of the UNESCO Creative Cities Network and how local actors use the network requirements to gain local ownership of the goals' implementation. As a result, a mutually benefiting relationship arises. On the one hand, UNESCO Creative Cities Network widens its membership approach. On the other hand, local municipalities, such as Curitiba, change their structures to accommodate the SDG implementation by opening to multi-stakeholder governance. It applies a light-weighted approach of the inter-organizational framework and orchestration and makes use of document analysis, historical case analysis, and semi-structured interviews for data gathering.

The main argument elaborated in this chapter is that companies, particularly start-ups, need to continuously work on their business leadership, human capital, and organizational change and persistence in order to survive and keep thriving even in uncertain times, such as the post-COVID-19 period. Additionally, the chapter argues that Pfeffer's seven principles for organizational success are still very relevant today and recommends to start-ups to use this framework. The chapter draws from the literature on human capital and management, organizational structure and perseverance, and responsible business leadership. The drawings from the literature are then applied to a single case study, the recruitment consultancy The Big Search. The findings confirm that Pfeffer's seven principles for organizational success are highly relevant today to companies that do want to invest in their performance and success. Moreover, the findings show the challenges and opportunities that start-ups, such as The Big Search, have gone through.

The purpose of the chapter is to show that orientalism is a dynamic construct that simultaneously represents continuity and change. The hypothesis outlines that contemporary artists build upon 18th century symbols to reconstruct orientalist art, hence reproducing the constructed, stereotypical neo-orientalist or self-orientalist imagery. The hypothesis is seen to be true as the intimate artwork of Zahrin Kahlo, Lalla Essaydi, Eric Parnes, and Yasmina Bouziane shows that contemporary orientalist artists are using recurring symbols to depict their self-identity, even though they appropriate those symbols in an act of resistance to depict social change. A more productive path of expression may be one of authenticity rather than a recreation of existing imagery in the attempt to deconstruct it. Even though the continuity of the construct is obvious, change is granular and not as pronounced.

The chapter's main objective is to study the city's rising role as a driver for implementing the 2030 SDGs and UNESCO Creative Cities Network's part as UNESCO's mechanism to support cities in the effort. The results show that there is a changing nature of authority in the policy cycle on a more holistic level, where alongside the nation-state, international organizations and cities play a vital role in the problem definition, decision-making, agenda-setting, transfer, and implementation of policies. The increasing importance of cities internationally stretches the municipal policy cycle from the local to regional, national, and international levels. Orchestration complemented with an inter-organizational relations framework is used to study the case of Idanha-a-Nova UNESCO Creative City of Music. The case study shows that Idanha-a-Nova drove the implementation of the SDGs locally with the Portuguese state's support. However, because it lacked expertise and mechanisms of implementing the goals, it reached out to private consultancy and individual experts.