This issue opens with the work of Professors Bolaños and Bilbao from the Universidad Pontificia de Comillas which delves into the emerging concept of shareholder activism. The authors create a model that explains shareholder activism based on their motivations such as the improvement of social performance and the economic return of the invested company, a set of variables of influence that include the nature of the investor, its investment strategy and the relationship with the board, and the mechanisms of influence, whether in the General Meeting, through voting proposals or through means that are less visible to the company. The second paper presented in this issue focuses on the unknown world of the relationship between start-ups and large companies when it comes to establishing joint innovation initiatives. The work prepared by professors Rodríguez-Ferradas of Tecnum-University of Navarra, Bohemia of Oslo Metropolitan University, and Canik of Loughborough University concludes that start-ups use relationships with large companies to pivot the business model and scale the business towards new market niches. However, achieving this goal is not easy since the authors show that the relationship has two phases, a first one (pilot phase) in which the relationship is fluid because the partner in the large company belongs to innovation or business development units much more open to the alliance with startups, and a second phase (industrialization phase) in which start-ups need to interact with legal or purchasing units that have processes not in line with the needs of the start-ups. The third work, prepared by professors Comeche-Martinez and Pascual-Ivars of the University of Valencia, analyzes the expectations of workers with respect to a future company, concluding that if firms want to attract talent, they must first be able to detect the type of worker that each candidate is and adapt the job offer to the demands of each type of worker. The work detects a first type of worker typically with more work experience that gives less importance to the salary in the new company, and more to the stability of the labor relationship. A second type of worker values more the possibilities of personal growth and recognition. A third type looks for challenging jobs in which it is not necessary to establish a long-term relationship. One of the interesting results of the work is that the authors consider this third group as the main protagonists of the ignition of processes of change and innovation in companies.   Finally, the fourth work elaborated by the researchers Liberal-Ormaechea from the University Francisco de Vitoria and Rodríguez-Hernández from the University Rey Juan Carlos make a very deep analysis of the strategies in social networks of 7 luxury brands in the fashion industry. The authors of the study come to interesting conclusions as they observe that brand value is more associated with the overall brand strategy and the characteristics of the brand's social media audiences than with the intensity or content of the social media communication.