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The changing roles of the United Nations (UN) and national institutions have made addressing climate change a critical concern for many multinational enterprises’ (MNEs) survival and growth. This chapter discusses how such institutions, which vary in their nature and characteristics, shape firm strategies for climate change adaptation. Exploring different versions of institutional theory, the chapter demonstrates how and why institutional characteristics affect typical patterns of firm ownership, governance, and capabilities. These, in turn, influence companies’ internationalisation and climate-change strategies. Climate change poses challenges to how we understand firms’ strategic decisions from both an international business (IB) (HQ–subsidiary relations) and global value chains (GVC) (buyer–supplier relations) perspective. However, climate change also provides opportunities for companies to gain competitive advantages – if firms can reconfigure and adapt faster than their competitors. Existing IB and GVC research tends to downplay the importance of climate change strategies and the ways in which coherent or dysfunctional institutions affect firms’ reconfiguration and adaptation strategies in a globally dispersed network of value creation. This chapter presents a perspective on the institutional conditions that affect firms’ climate change strategies regarding ownership, location, and internalisation (OLI), and GVCs, with ‘investment’ and ‘emerging standards’ playing a significant role. The authors illustrate the discussion using several examples from the Global South (i.e. Bangladesh) and the Global North (i.e. Denmark, Sweden, and Germany) with a special emphasis on the garment industry. The aim is to encourage future research to examine how a ‘business systems’, or varieties of capitalism, institutional perspective can complement the analysis of sustainability and climate change strategies in IB and GVC studies.

The purpose of this study is to investigate Koreans' preferences for FCDM versus SDM and explored the influence of Asian cultural values on decision-making in the context of managing chronic illnesses, such as type 2 diabetes mellitus (T2DM). Shared decision-making (SDM) emphasizes collaboration between providers and service recipients to decide on the best treatment options. However, it may not fully account for the role of families in managing chronic illness, particularly for people from Eastern cultural backgrounds who value active participation from their families in decisions. In response, family-centered decision-making (FCDM) has been proposed as an alternative approach. Using a vignette experiment design, data (n = 316) were collected from Koreans in the US and in Korea who were randomly presented with either SDM or FCDM processes for reaching T2DM treatment decisions. In addition to demographic information, participants reported on three dimensions of their decision-making experience: satisfaction, perceived effectiveness, and perspective-taking. They also rated their Asian cultural values and familiarity with T2DM. Results show better satisfaction, perceived effectiveness, and perspective taking for FCDM compared to SDM when examined in context of treatment types and perceived illness severity. Moderation effects were found for familiarity of illness, with familiarity effects varying by perceived severity. Study findings provided some evidence in favor of FCDM in Asian communities addressing the disabilities and chronic illness of a family member. Although the current study investigated treatment decisions for T2DM during doctor's visits, FCDM has shown potential to be applied in other service settings.

Fintech provides the necessary ecosystem for businesses to accept payments for goods and services in the most seamless manner. It can also be said that innovation in Fintech is one of the growth drivers for businesses in today's globalised market.

Fintech is revamping the entrepreneurship business by bridging the gap between the market and real-time access to investment. It provides entrepreneurs with numerous advantages like easy access to resources, reduced expenses and better customer experience. Hence, this research has focused on evaluating the impact of Fintech business on entrepreneurship business in the global market.

A mixed method of data collection has been used to conduct the research in which primary data have been collected using an online survey and secondary data have been collected from online articles and peer-reviewed journals. An online survey of 51 business managers recruited from the social networking platform LinkedIn has been done to collect primary data. Secondary data have been collected from the online database Google Scholar which has been published in the last five years.

The findings of the study have highlighted the various impacts that Fintech has had on entrepreneurship business in the global market and the reason why it is such an important factor for growth.

Although an increasing number of PhD holders will continue their careers outside academia, we know little about their further career prospects. To develop a better understanding of how this group constructs and justifies a successful career outside academia, we conducted semi-structured interviews with 47 PhD graduates from different disciplines (humanities, social and beta sciences) who have obtained elaborate experience working outside academia.

Drawing on a multi-career perspective, we explored the motivations of the PhD holders when making such career transitions. The findings from the interviews demonstrated how PhD holders’ main motivations were associated with their perceived organizational, community and cognitive careers. Our data analysis revealed that these motivations related to PhD holders and can be grouped along four key tensions:

• distanced from real life (academia) versus appreciating the practical impact of their research (currently);

• competition and performance orientation (academia) versus enjoying their current multidisciplinary collaboration towards a common goal (current);

• Individualism and loneliness were typically experienced in academia versus autonomy and intellectual stimulation in their current work; and

• lack of stable career perspectives in academia versus current options for competence-based development and personal growth.

distanced from real life (academia) versus appreciating the practical impact of their research (currently);

competition and performance orientation (academia) versus enjoying their current multidisciplinary collaboration towards a common goal (current);

Individualism and loneliness were typically experienced in academia versus autonomy and intellectual stimulation in their current work; and

lack of stable career perspectives in academia versus current options for competence-based development and personal growth.

Thus, while discontinuation of an academic career may easily hold a pejorative connotation, the analysis of the PhD holders’ motivations revealed important and rewarding opportunities in pursuing a career in other sectors. Overall, from our study, we can conclude that while a major gap may exist between careers in academia and ‘the corporate world’, shifting careers between these worlds is not as ‘unthinkable’ as commonly believed.

“First principles” of international business (IB) thinking should be applied systematically when assessing the functioning of internationally operating firms. The most important first principle is that entrepreneurially oriented firms seek to create, deliver and capture economic value through cross-border linkages. Such linkages invariably require complementary resources from a variety of parties with idiosyncratic vulnerabilities to be meshed. Starting from first principles allows bringing to light evidence-based insight. For instance, most companies are not global and even the world’s largest firms rarely change the location of key strategic functions. International new ventures (INVs), emerging economy multinational enterprises (MNEs) and family firms face unique vulnerabilities but also command resources that can be used to create value across borders. The quest for “optimal” international diversification appears to be a futile academic exercise, and in emerging economies with institutional voids, relational networks – and more broadly, informal institutions – are unlikely to function as scalable substitutes for formal institutions. In global value chains (GVCs), many lead firms and their partners have been able to craft governance mechanisms that reduce bounded rationality and bounded reliability challenges, and it is also critical for them to use governance as a tool to create entrepreneurial space. Finally, many of the world’s largest companies have been on successful trajectories toward reducing their climate change footprint for a few decades. But these firm-specific trajectories are fraught with challenges and cannot just be imposed via unilateral, macro-level targets decided upon by individuals and institutions lacking a clear understanding of innovation and capital expenditure processes in business.

This chapter explores the theme of symbolic violence (Bourdieu, 2001; Thapar-Björkert et al., 2016), a central theme in my doctoral thesis.

My thesis looked at the experiences of a group of female undergraduate students in their first year of Initial Teacher Education in Primary Education at the university where I teach. I explored the perceived choices my participants made in terms of choosing to become primary school teachers, arguing that symbolic violence is a controlling force in society so powerful and insidious that ‘individuals do not question their own role in the production and reproduction of domination and subordination’ (Thapar-Björkert et al., 2016, p. 9). Through class and gender, primary school teaching has insidiously presented itself to be a suitable profession for young women.

I position myself as a woman from working-class origins who made the choice to become a primary school teacher and who has recognised the impact of symbolic violence. As a result, some of this chapter is written from an autoethnographic perspective. My overarching methodological approach is narrative inquiry and I have used poetry to present my data throughout. My co-author, Catherine, was one of my doctoral supervisors and we were drawn together by our shared investment in narrative and the impact of early experiences on our subsequent selves. For this chapter, we present our own narrative poems describing the impact of symbolic violence on our own lives alongside that of the participants.

The pandemic slowed down most industries globally, but health care maintained its steady growth, and for Pharma, it was a boom. Considering the comparatively better economic condition of India than other developed countries post-COVID-19, and the Russia–Ukraine war, multinational manufacturers of medical equipment companies are focusing on securing the maximum share of wallets from India through partnerships with health care service providers. The study tried to analyze the impact of the strategic key account management (KAM) partnership between multinational medical technology (MedTech) companies and health care service providers, from a global perspective. For the study, primary data were collected through questionnaires survey, and secondary data through a review of literature. The chi-square was tested using IBM SPSS software, and based on the results, three null hypotheses were rejected and one was accepted. Secondary data reveal that the Indian health care sector is highly competitive from a global perspective which can be observed by Nos of Venture Capital (VC) investment in health care, massive growth in medical tourism, and huge investment by international pharmaceutical companies in India. This partnership will help to develop more clinical packages through a clinical trial in India in a cost-effective way which will drastically reduce the manufacturing cost of high-tech medical equipment giving them an edge in global competition and also improving return on investment (ROI) for the partners.

This chapter explores the role and impact of adaptive thinking and transformational leadership in developing and leading an enabling culture that aligns with a school’s vision and mission. This chapter will also probe the varying dimensions that enable or inhibit a school culture and the tools needed to shape and maintain it including the challenges posed in the Middle East and North Africa (MENA) region. In this chapter, examples of adaptive challenges, data-driven instructions, and effective use of technology, will be referred to as one dimension of a culture that shows alignment or lack of it with the school’s vision and mission, the role and impact of transformative adaptive leadership on school’s overall culture, especially in the UAE, and MENA region. Finally, this chapter will examine the impact of adaptive and distributed leadership in leading a cultural change.