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In this world of complexity, disruption, multi-layered crises and insecurity, people seek orientation, stability and meaning. This desire exists in everyday life, in working environments and even more in vacation time. Therefore, the way we see the world and how we interact with each other and with nature should also be reflected by tourist destinations. ‘Destination Conscience’ seems to be a promising conception that offers the desired contemporary design of destination realities and travel experiences. Accordingly, destinations and their products should be characterised by authenticity, meaning, sensitivity and humaneness on all levels. In this chapter, the concept of ‘integral ecology’ as a holistic worldview and new paradigm is presented. Integral ecology can be a source of perception and wisdom that enriches the ‘conscience’ of a destination and all its actors. Hence, this chapter addresses the question of how integral ecology can contribute to Destination Conscience. The essay uses the methods of literature review, application, transfer and case study.

Firstly, the concept of integral ecology will be presented. In the second part, this worldview will be applied to destinations. The enrichment of Destination Conscience by the principles of integral ecology can manifest in the destination's self-image and in the interaction in business relations and business actions. It can find expression in the operational management, organisation and development of a destination and in the design of the touristic services and products. In the third part, the case study of a Catholic monastery in the Altmühltal will be presented for further illustration.

This paper explores how firms develop and mature sustainable supply chains (SSCs) in developing nations (DNs). The primitive resources, infrastructures and understanding of SSCs in DNs often hinder both the ability of SSCs to mature and their effectiveness in delivering environmental, social and economic goals. The purpose of this paper is to address these issues.

Through the supply chain life cycle (SCLC) lens, the authors analyzed an embedded case study of a Vietnamese end-to-end food supply chain (using 32 semi-structured interviews and archival data) and interviewed senior leadership of three other food companies in early 2019. A post hoc study including five reinterviews in the same Vietnamese case company's supply chain also further validated the study in 2021.

The authors’ analyses reveal that changes in DN stakeholders' behaviors can quickly move firms' SSCs along the SCLC closer toward a mature stage, in which firms and their network stakeholders can create more sustainable value. They also identify strategies for firms to consider when developing their SSCs to activate these behavioral changes.

While many authors discuss SSCs' benefits for the environment and society, few assess how firms can design and operate SSCs effectively given the limited resources, infrastructures and SSC knowledge in DNs. This paper offers a compelling framework focusing on engaging various DNs' stakeholders to understand the life cycle of SSCs in less developed countries, in order to accelerate DNs' firms through early development toward a more SSC.

This paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.

The study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.

We find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.

The findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.

This study evaluated the effects of adherence to social missions and relational outcomes on willingness to pay for products from social enterprises.

The study’s conceptual model was based on the social resource–based view. Three social enterprises in Taiwan were analysed, and the determinants of willingness to pay for products from these enterprises were investigated. An online survey was conducted, and 404 valid responses were collected and analysed using structural equation modelling. The moderating effect of sustainability orientation was evaluated using the multigroup method.

The results indicated that adherence to social missions was a critical predictor of relational outcomes and willingness to pay. In addition, sustainability orientation positively moderated the effect of relational outcomes on willingness to pay.

This study enriches the literature by applying the social resource–based view to the context of social enterprises. The study findings have key implications for managers and practitioners of social enterprises seeking to build relationships with stakeholders.

The pursuit of sustainable development goals (SDGs) is the primary driver of road infrastructure development (RID), but multiple parties are involved in the process, causing confusion. To effectively manage stakeholder processes, Jeffry (2009) proposed a framework based on a preventative double-path relationship between stakeholders and institutions. Bal et al. (2013) proposed a five-stage framework for stakeholder management, which includes identifying key players and issues, conducting analysis and plans, tightening restraints on making promises, creating a plan and soliciting input from interested parties, and monitoring its effectiveness. Successful stakeholder management for sustainable road infrastructure project (SRIP) implementation has been shown to have several benefits, such as enhanced understanding of the fiscal position, improving status, building relationships, developing trust, and enduring collaborative relationships, distributing skills and practices, and recognizing and mitigating threats and vulnerabilities. Infrastructure projects involving roads include a range of complex activities, and it is essential for infrastructure projects to evaluate potential project partners prior to making a final decision. Dealing with many stakeholders and maintaining a reasonable degree of concordance between their interests is crucial for fruitful endeavours. It is important for project groups and partners to have a shared understanding of the project’s goals and solicit their input and for a precise approach to identify and manage project partners throughout the execution phase. However, RID is still in its infancy when it comes to managing stakeholders and relationships. Stakeholder management has been ad hoc due to a lack of standardized methodologies, approaches, strategies, and processes, and infrastructure development procedures should include a systematic approach to managing stakeholders. The bulk of SRIP implementation needs come from stakeholders, making project partners crucial. The sustainable development (SD) strategy emphasizes the importance of SRIP execution to stakeholders, such as architects, quantity surveyors, conservationists, environmentalists, regional managers, project managers, suppliers, subcontractors, and sustainability consultants. This section of the research addressed the omissions of previously analysed comprehensive factors in SID models and frameworks, including climate change response, public involvement, and stakeholder management. Strategies for filling these gaps were discussed. An analysis of relevant academic literature was conducted.

This study aims to investigate the manufacturing reshoring decision-making content from an Eclectic Paradigm perspective.

Data were collected through a six-step systematic literature review on factors influencing manufacturing reshoring decision-making. The review is based on 100 peer-reviewed journal papers discussing reshoring decision-making contents published from 2009 to 2022.

In total, 80 decision factors were extracted and then categorized into resource-seeking (8%), market-seeking (11%), efficiency-seeking (41%) and strategic asset-seeking (16%) advantages. Additionally, 24% of these were identified as hybrid, which means that they were classified into multiple categories. Some decision factors were further identified as reshoring influencing factors (i.e. drivers, enablers and barriers).

Scholars need to consider what other theories can be used or developed to identify and evaluate the decision factors (determinants) of manufacturing reshoring as well as how currently adopted theory can be further advanced to create clearer and comprehensive theoretical frameworks.

This research underscores the importance of developing clearer and more comprehensive theoretical frameworks. For practitioners, understanding the multifaceted nature of decision factors could enhance strategic decision-making regarding reshoring initiatives.

To the best of the authors’ knowledge, this is the first study to investigate the value and practicality of the Eclectic Paradigm in categorizing factors in manufacturing reshoring decision-making content and presents in-depth theoretical classifications. In addition, it bridges the gap between decision factors and influencing factors in the decision-making content research realm.

Even though sustainability appears to be a relevant driver for the relocation of production, this has only to a limited extent been studied as an independent motive or a result of backshoring. This study explores the literature on backshoring and sustainability and discusses some empirical cases to shed light on the connection between sustainability and backshoring. This study argues that sustainability issues may require a broader perspective than the dominant economic logic framing previous studies on backshoring. Institutional theory is suggested as a theoretical framework for analyzing how sustainability can play a role in companies’ backshoring decisions.

This study aims to offer an up-to-date estimate of capital flight from selected emerging Asian economies and examine the anti-growth phenomenon of capital flight by using annual data for the period 1981–2019.

The study relies on residual methods to derive the estimate of capital flight with necessary adjustments. It then applies the autoregressive distributed lag Bounds testing approach in examining the impact of capital flight on the economic growth of Asian emerging economies.

The study identifies capital flight as the attributor to the slower economic growth of the selected emerging economies of Asia.

Apart from appropriate policies addressing the issues causing capital flight, unleashing the way of private sector-led growth of the emerging countries with necessary policy, infrastructural, institutional and regulatory support can rather help them retain and repatriate domestic capital.

The capital flight estimates in earlier studies are antithetical as they differ in terms of definition and estimation procedure. Again, the growth effect of capital flight in these economies has received meager attention in research and policy debates. Furthermore, being country-specific or region-specific, existing studies are unable to compare the growth effect of capital flight for different emerging economies in this region. Examining the growth effects for a large number of countries separately based on a common estimate of capital flight can resolve these issues that this study aims to do.

This study aims to identify when and why receiving i-deals will result in an increase in affective commitment rather than continuance commitment. As affective commitment yields long-term benefits for organizations than continuance commitment, this work will help organizations accrue maximum benefits from granting i-deals.

This study develops a cognitive model delineating the process between i-deal receipt and the variation in i-dealers’ continuance or affective commitment.

After receiving i-deals, i-dealers’ perceived valence may change with i-dealers’ evaluations of i-deal resources under the condition of coworkers' negative reactions or organizational investment. The i-deal valence changes trigger i-dealers’ internal or external attributions of coworkers' negative reactions or organizational investment, which leads to the variation in continuance or affective commitment. The changes of affective commitment also affect the variation in continuance commitment.

Integrating expectancy theory and attribution theory, this research addresses inconsistent findings about i-deals’ effect on continuance or affective commitment by revealing the critical factors that lead to the variation in the two types of commitment. The proposed model offers new theoretical rationale for why i-dealers may not reciprocate the goodwill of i-deals to their organizations. This study suggests i-dealers will engage in attributions rather than being passive recipients of their coworkers' negative reactions, which challenges previous view that the effectiveness of i-deals is ultimately determined by coworkers' acceptance. This research also extends the i-deal dynamics literature by depicting how i-deal valence changes arise and influence continuance or affective commitment.

This research examines the long-held belief in the adaption-related literature that a firm’s ability to adapt organizational structure to changing environments is related to superior performance. We create and test a construct that reflects an organization’s ability to change structure, which we call Supply Chain Structural Adaptability (SCSA), rather than relying on proxies (e.g. structural form or organizational modularity) used in prior studies.

Quantitative data was collected from 218 firms to test our conceptual model.

We find that SCSA has a mixed effect on profitable growth under various environmental conditions.

We find evidence that refutes two widely held assumptions in organization research, namely, that structural form serves as a reasonable proxy for structural adaptability and that the benefits of adaptive capabilities always increase as environmental dynamism increases.