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Abstract In Sweden’s Norrbotten County, a “green transition” driven by market demand and new normative structures is underway, creating a regional mega-project designed to put Sweden at the forefront of emerging green industries. These industries, such as carbon-neutral steel fabrication, battery production, and data center hosting, all require large amounts of energy, land, and minerals. This paper applies the regional environmental governance framework to Arctic data to examine which stakeholders have the capacity to impose their agenda on the Arctic environment and the points of conflict and collaboration during this period of accelerated growth. The paper tests the assumption that regional governance accommodates a plurality of interests. A case study examining Norrbotten County’s industrial mega-project centered around Luleå, Sweden, identifies a dominant coalition uniting government and industry that supports norms seeking to reduce greenhouse gas emissions in this region. However, the existing regional governance model does a poor job of integrating the local Indigenous Sámi preferences for land use. At the core of the difference between actors advancing the green economy and the local Sámi reindeer herders are divergent conceptions of nature and sustainability. 

Juneau, Alaska, kept COVID-19 deaths lower than in other similar jurisdictions. We argue that adaptive leadership—the early decisions and actions of Juneau’s leaders, effective communications, and emergent new collaborative structures—in the context of municipal ownership of key assets enabled Juneau’s success. The result of 61 interviews and follow-up research, this case study contributes a better understanding of which institutional design, communication, and collaborative factors mattered in responding to the pandemic. Adaptive leadership provides a better explanation for Juneau’s success than alternatives that focus on its isolation, home-rule status, and socio-economic structure.