Protecting the environment and the Earth's natural resources is one of the most important tasks for modern societies, economies, and countries. Changes in the environment have made climate protection a key task of state policy implemented at the local, national, and international. They also have caused such negative social manifestations as environmental radicalism and terrorism. The purpose of this paper was to analyze the capacity of state institutions to prevent environmental terrorism and radicalism, particularly in the Russian context, by identifying and prioritizing key challenges and countermeasures. A mixed-methods approach was adopted, involving both qualitative and quantitative analyses. Following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, a total of 35 articles and reviews were selected to provide a foundation for understanding eco-terrorism trends. Additionally, an expert survey was conducted with 44 qualified participants to rank problems and recommended actions. The Kendall concordance coefficient was used to assess the consistency of expert opinions. The authors conclude that low environmental awareness and insufficient cooperation between state institutions and environmental organizations are the most significant challenges in preventing eco-terrorism. To adequately and competently prevent environmental terrorism and radicalism in society, the prevention system must be based on clear and thoughtful actions by state institutions.

This paper provides insight into innovation energy, its five working mechanisms, and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about motivation, it is still an unexplored theme in literature. The management of organisations often focuses on the innovation content and neglects the process aspects. Strategic and operational HRM involvement is needed to realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with a total of 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment, and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership, and external contacts) that influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy, together with line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy, and engagement in relation to HRM.