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Adaptation requires science that analyzes decisions, identifies vulnerabilities, improves foresight, and develops options.

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Regulatory agencies have long adopted a three-tier framework for risk assessment. We build on this structure to propose a tiered approach for resilience assessment that can be integrated into the existing regulatory processes. Comprehensive approaches to assessing resilience at appropriate and operational scales, reconciling analytical complexity as needed with stakeholder needs and resources available, and ultimately creating actionable recommendations to enhance resilience are still lacking. Our proposed framework consists of tiers by which analysts can select resilience assessment and decision support tools to inform associated management actions relative to the scope and urgency of the risk and the capacity of resource managers to improve system resilience. The resilience management framework proposed is not intended to supplant either risk management or the many existing efforts of resilience quantification method development, but instead provide a guide to selecting tools that are appropriate for the given analytic need. The goal of this tiered approach is to intentionally parallel the tiered approach used in regulatory contexts so that resilience assessment might be more easily and quickly integrated into existing structures and with existing policies.

Co-production is an increasingly popular approach for environmental and sustainability research, but what is actually produced through its practice remains understudied. This paper reviews recent examples of co-produced research alongside current theorization on the topic. Focusing on the area of climate change adaptation, we find that coproduced climate change adaptation research appears to be improving knowledge use, among other positive outcomes, but a difference emerges between the range of outcomes reported in practice and the scope of ambition conceived through theory. This raises important questions about how the practice of knowledge co-production should be evaluated and, fundamentally, what we should expect to produce through coproduction. We argue that understanding and reconciling the transformative potential of science-practice collaborations within the context of the incremental progress achieved through its current practice will catalyze a more integrated and actionable scholarship and practice.

PurposeThis paper aims to address the importance of a framework for developing employees' sustainability knowledge, skills, and behaviors.Design/methodology/approachThe paper draws on in‐depth interviews with executives from five Fortune 1000 companies that are viewed as market leaders in addressing sustainability.FindingsThis paper provides a series of initiatives to equip their employees' talent – from top executives to employees throughout the organization – with the much needed, but often sorely lacking knowledge, skills and attitudes to spearhead efforts to attend to sustainability both today and tomorrow.Practical implicationsThe usefulness of demonstrating a company's suite of ongoing initiatives to address sustainability to potential employees during the recruiting process is highlighted by each company.Originality/valueThe framework covered by this paper can help companies enhance their talent management skills.

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