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Multinational enterprises (MNEs) own and control technological resources and capabilities that make them critical actors in accelerating the transition toward net zero. Even beyond the energy sector, stakeholders are putting increasing pressure on MNEs to reduce the carbon intensity of their operations, that is, to improve their carbon performance. While there is unambiguous evidence that national climate policy is a critical catalyst for long-term carbon performance improvements, there is limited research on how MNEs’ carbon strategies react to climate policies. This chapter reviews the concepts, drivers, and strategies connected to carbon performance in the broader sustainability and management literature to clarify potential complementarities to international business (IB). The authors then highlight how MNEs will face increasing institutional complexity along two dimensions: (1) the structural diversity of institutional environments and (2) institutional dynamism, primarily reflected by public policy. The proposed conceptual framework maps these two dimensions to national and subnational levels, and the authors present two data sources that allow the quantitative analysis of country differences in the diversity and dynamism of national climate policy. The authors conclude that there are ample opportunities for IB researchers to explore MNEs’ strategic reactions to climate policy and to inform policymakers about the consequences of national climate policy in the global economy.

Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development. Because government organizations employ a substantial portion of the workforce, management practices in the public sector are critical areas for designing, implementing and delivering policies that can achieve the goals set forth in the 2030 Agenda for Sustainable Development. For these purposes, and in implementation of the Next Generation EU (NGEU) programme, Italy recently launched an ambitious National Recovery and Resilience Plan (NRRP) which includes, among other things, upskilling goals for staff employed, following the modernization process that has involved the Italian public sector in the last decades, with the Decree n. 150/2009. Aiming both to understand the extent of the application of the reform and to answer some basic questions (why, what and how) concerning Individual Performance Appraisal Systems (IPAS), we conducted a content analysis on the 220 documents already produced by the Italian Ministries. The study has been conducted in two different steps of the reform process and provides solid evidence of the reforms' effects on designing and implementing individual performance systems. The analyzed documents reveal no longer-term vision in implementing the IPAS that involves some critical performance management utilities such as training, development, fair pay and deployment of employees, raising new questions about a sustainable approach to the individual performance management process even in public organizations.

In this chapter, we aim to investigate the emotional and performance consequences of negative feedback in the workplace and provide an explanation for the varying reactions exhibited by employees.

We adopt a theoretical approach to develop propositions that elucidate the impact of negative feedback on task performance, with a specific focus on the mediating role of emotion regulation. By considering individual differences in task versus relational orientation, we aim to shed light on how these differences influence individuals' responses to negative feedback.

We propose that individuals with a task orientation are more inclined to engage in emotion regulation strategies following negative feedback, leading to improvements in subsequent task performance. Conversely, individuals with a relational orientation tend to internalize negative feedback, impeding their ability to regulate negative emotions and, consequently, hindering task performance enhancement.

Our research contributes to the existing literature by examining the emotional and performance consequences of negative feedback in the workplace. By emphasizing the significance of emotion regulation and individual differences, we provide valuable insights that can inform the management of feedback processes within organizations.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

This chapter examines the significance of green innovation and technologies for sustainable business in Asia, focussing on the issues and challenges confronted by contemporary sustainable business models. The concept of sustainable development is introduced, which seeks to minimize negative impacts on ecosystems and preserve the environment for future generations. This chapter's methodology entails a comprehensive review of existing literature and research on green innovation, green technology, and sustainable business models in Asia. The expansion of ‘green’ energy is directly proportional to the global demand for energy resources. Understanding how green innovation influences a company's capacity for sustainable development is essential for identifying the factors that influence sustainable business models and their economic consequences. Green innovation practices encompass a variety of factors, including government regulations, preferences, supplier competence, and consumer concerns. Green technologies, such as green human resource management (HRM) practices and green innovation practices, play a crucial role in attaining sustainable development by conserving energy, protecting the environment, and enhancing business efficiency. Businesses that adopt green innovation acquire a competitive edge and enhance their performance. This chapter emphasizes the importance of green innovation research and application for business stability in Asia, where sustainability and green concepts are acquiring momentum. Customer, government, and societal pressures further emphasize the significance of green innovation in businesses. For the success of ecological innovation practices, collaboration and knowledge-sharing among various stakeholders are crucial. The adoption of green innovation practices is influenced by external environmental impacts, stakeholder pressure, and organizational support. Green technology innovation, which concentrates on resource conservation, energy efficiency, and environmental protection, is crucial to the sustainability of a business. This chapter concludes by emphasizing the importance of business sustainability in achieving environmental and economic goals and assuring sustainable corporate development. Long-term success requires an understanding of the process of value creation, delivery, and capture within sustainable business models.

Achieving continuous innovation performance still poses a major challenge to established companies as it requires high flexibility and adaptability in usually efficiently structured organisations. One way to tackle this challenge lies in establishing effective behaviours to successfully establish and apply innovation leadership mechanisms in an organisation. The emerging agile leadership style could provide such effective behaviours, as it addresses the demand for flexibility and adaptability on the organisational level. Despite these clear parallels research on the link between agile leadership and innovation leadership, and their possible combined contribution to drive continuous innovation performance is still in its infancy. Accordingly, the present study examines the behaviours of agile leaders to promote continuous innovation in established companies. It applies a discovery-driven research process of agile leaders to derive and categorise their behaviours. The subsequent comparison of the identified agile leadership behaviours with innovation leadership mechanisms from existing literature leads to eight specific, combined agile leadership principles within the three categories empowerment, performance enhancement, and support for continuous innovation. Eventually, this basis allows the conceptualisation of a first exploratory framework with the identified behaviours as possible enablers, and innovation leadership mechanisms as possible mediators for the continuous innovation performance, subject to test. These findings enhance existing theory by clarifying a possible link between agile leadership and continuous innovation. That way, practitioners can profit from concrete principles for agile leaders to inspire and enable continuous innovation in individuals and teams.

This research takes Taijiang National Park (TNP) tourists as the study population while gathering the survey data via an online questionnaire. For the data analyses, it uses the importance–performance analysis (IPA) and the Kano two-dimensional quality model to evaluate the tourist satisfaction of TNP. Specifically, it considers the importance of service quality, classifies its service quality attributes, and suggests the priority for service improvement, rendering the TNP valuable reference points to realign service strategies. The study shows that the service quality attributes related to service personnel are the priority item to be improved, which could eventually enhance tourist satisfaction. In addition, brand differentiation could be achieved by improving the attractive quality items identified in this study to enhance tourist loyalty.

The advent of the digital technologies (DTs), coincided with the pandemic and global conflicts, has proven to be an unprecedented and transformative era for supply chain management (SCM). DTs are reshaping the way organizations plan, execute, and optimize their SC operations. Throughout this book, we posit that the adoption of digital supply chain management (DSCM) has become essential for staying competitive and responsive in a rapidly evolving business environment. However, amid technological advancements and digital solutions, there exists a critical factor that often goes overlooked – the significance of intangible assets, specifically intellectual capital (IC). This chapter comprehensively explores the role of an organization's IC in the adoption and performance of DSCM. We employ a comprehensive analytical approach, drawing upon existing literature from various sources to elucidate the relationship between IC and DSCM. Synthesizing insights from the literature, the chapter shows how each constituent of IC contributes to the adoption, operation, and performance improvement of DSCM. The discussion in the chapter shows that human capital (HC) forms foundations, as the knowledge, skills, and abilities (KSAs) of the employees are prerequisites essential for understanding, adopting, and capitalizing on DTs in SCM. The analysis also reveals that SC, which represents organizational processes, digital tools, and knowledge repositories, supports the seamless integration of DTs within SCs. Similarly, RC, by nurturing trust, open communication, and collaborative networks, plays an instrumental role in establishing ecosystems that help the adoption and effective functioning of DSCM. This chapter makes a convincing case to consider IC as the strategic component while DSCM adoption and performance.