The paper at hand analyses the principal-agent relationship, where comparative perspective between principals’ (municipalities) and agents’ (public utility providers) in the field of water and wastewater management is scrutinized. The goal of the paper is twofold: firstly, to present empirical results validating principal-agent relationships that emerged due to the reorganization process of public enterprises; secondly, to highlight the similarities and differences between the perspectives of principals and agents regarding motives, advantages and disadvantages, and price-setting in relation to the reorganization process. The empirical research is based on the primary data collected through two self-prepared and structured online questionnaires—one for municipalities, and the other for public utility providers. The results reveal similarities between public enterprises and municipalities in motivating factors for full municipal ownership. However, differences are seen among the advantages of the reorganization process. Price-setting by public utilities is recognized as a motivating mechanism for agents.

Private states (also referred to as “micronations”) are unique cultural and creative products that involve political, economic, and cultural factors tied to individuals, groups, and specific social contexts. From ancient settlers establishing overseas colonies to modern digital virtual state projects, the forms and operational methods of private states have continuously evolved and innovated. The successful marketing of private states is often accompanied by the creation of narrative elements, such as their histories, constitutions, national flags, and coats of arms, constructing a grand narrative that attracts consumers, in line with the theory of monogatari consumption. As symbolic cultural products, these states not only possess material attributes but, more importantly, also embody cultural experiences and emotional value. Therefore, the significance of studying private states lies in elucidating how they present and operate their unique worldviews and cultural atmospheres to attract participation.

This research article explores the intricate relationship between cultural impacts and leadership styles in social science management. It emphasizes the importance of cultural-informed decision-making, highlighting its role in fostering inclusive managerial choices. The study also delves into how diverse leadership styles enhance team dynamics and collaboration, contributing to an innovative work environment. While recognizing the potential benefits, challenges like miscommunications are acknowledged, with recommendations for leadership development programs. The research underscores the significance of leadership flexibility in managing diverse teams. In conclusion, the article emphasizes the positive impact of cultural awareness on decision-making, collaboration, and innovation in social science management.