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Higher rates of income inequality are correlated with lower average well-being across different domains (such as health, financial security, friendship etc.) across nations. It is unclear, however, whether this pattern is driven by income differences between people or if places also play a role. In this paper, I test this by constructing a Se- nian Capability Index of well-being and then testing the relative role of personal and place-based prosperity on its domains using linked individual-area data. I find that while personal income has the strongest link to well-being domains, places also also have a significant, non-uniform, association as well. These effects differ between the labour market and neighbourhood level spatial scales. Local labour market prosperity gives its residents higher potential incomes and is associated with greater financial se- curity and more friends. Moving to a more prosperous labour market also indirectly improves well-being by increasing potential incomes. Neighbourhood prosperity is as- sociated with greater overall well-being, physical security, and a lower probability of death. These results suggest that policies aimed at improving personal and place-based characteristics are needed to create a “good life” for all citizens.

This chapter aims to identify and investigate the transferability of Japanese management practices in Asia and the West. Through a review of existing literature regarding Japanese management practices in Asia and the West, it attempts to identity and further explain how Japanese management practices can be (non-)transferrable into different national contexts. In the past, work on Japanese management practices had mainly focused on their cost-effectiveness in the Western countries. In and after the 2000s, however, this focus on the Western contexts has been gradually shifting to Asia institutionally (i.e., local labour market and regulations) while becoming culturally closer to Japan (i.e., in terms of national culture, such as collectivism and hierarchy). This chapter therefore tries to establish whether or not Japanese management practices can be (non-)transferrable into Asian contexts; if so, why so? If not, why not?

Abstract The peripheral regions of Hungary, such as the Northern Hungarian region and its settlements, are facing a variety of problems and challenges, and in addition to economic difficulties, demographic and labour market challenges also demand increased attention and solutions. Since the change of regime, the region has been facing economic and labour market difficulties. The current labour market faces a combination of labour shortages, automation and robotisation, rapidly changing conditions and high unemployment. In most peripheral regions, the availability of labour resources to meet the needs of the primary labour market is very limited and local labour markets are completely depleted. The unemployed lack skills and experience. The aim of the study is to provide an overview of labour market developments in the Northern Hungarian region since the change of regime and to describe successful local developments. Addressing the situation requires local, municipal-level solutions, which is a real challenge, as there is no single recipe. Local development can and should be built on a toolbox of local development, as solutions based on local resources, local ‘heroes’, local control and local ideas can be successful. The paper describes such successful local development.