In the past three decades, there has been increasing research carried out on the role of heritage and its processes in achieving broader sustainable development objectives beyond heritage conservation. As part of this movement, people-centered approaches and participation have been widely integrated into international regulations and guidelines on heritage management, stimulating the implementation of case studies-based research worldwide. Despite the wide advocacy of participatory heritage practices’ contributions to more inclusive and culturally sensitive local development in a great variety of projects, there is limited research into the roles these practices can have in addressing sustainability objectives. How are these roles addressed in international heritage regulatory frameworks, and what forms of participation are promoted for their fulfillment? This paper seeks to answer this research question through a content analysis of international declarations, conventions, guidelines, and policy documents focused on the roles and forms of participation that are promoted. A crossed-matched analysis of results reveals that active forms of participation are those most used to promote all roles and subcategories of participation, as a right, as a driver, and as an enabler of sustainable development. However, fewer active forms are presented as complementary at different stages of sustainability-oriented heritage practices. Moreover, a higher incidence of generic forms of participation can be observed in documents addressing international stakeholders, while partnership and intervention are to be found in those targeting regional and local actors. Nevertheless, the low incidence of decisional forms of participation confirms the challenges of power-sharing at all scales. Trends and influences are highlighted, informing heritage research, governance, and policymaking, but also revealing gaps and ambiguities in current regulations that further research encompassing a larger number of documents might confirm.

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Purpose The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership? Design/methodology/approach As a strategy, we used the case study with a narrative methodology, in which a chief executive officer (CEO) and a chief compliance officer (CCO) narrate in the first person a case of perceived collapse of the ethical culture of a multinational company. Findings The findings point to the difficulty in maintaining ethical leadership. Key aspects to protect an organization from leadership changes are as follows: the management of the succession process, the quality of the training on ethics and the mechanisms developed by the organization to foment speak up and take notice of the situations. Moral blindness and the banality of evil that also can be observed in organizations appear as facilitating elements for collapse. Originality/value Ethical leadership is generally presented as a necessary condition for an ethical culture. However, leaders often have unethical or ethically neutral leadership. This case helps to understand the difficulties experienced by leaders in adopting ethical leadership and proposes a set of instruments and procedures that, when included in an ethical programme, can protect the company's ethical culture against unethical leaders. Some characteristics of our case study make it particularly relevant: action occurs in a multinational, a context where, by size and complexity, achieving uniformity in culture becomes particularly relevant, and actions happen in the context of a CEO succession process, something that may occur in any company and which is often a trigger for ethical misconducts. Additionally, our case is narrated by a CEO and a CCO, which makes it rare, as it is especially difficult to have access to these executives.

Dealing with cultural action and associative intervention of Luso-African youth in Portugal, I will draw some hypothesis about young women participation within the associative movement. I first describe the social and political framework that set the emergence of the immigrants' associative movement in order to focus on the ethnic mobilisation of Luso-African youth, linking cultural identity to their strategies of political participation (a concept used in a broader sense).

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