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The purpose of the paper is to prove that the abandonment of the issues of competition in the multilateral framework is not an ultimate verdict that strictly separates the two public policies: trade and competition policy.

The paper critically examines the conflicts between the two policies (competition and trade), through an insight analysis and case interpretation, evaluates different opinions and makes some suggestions to support the logical conclusion that these two fields cannot be separated.

The final consideration is the synergy between the two is an imperative; or in other words, any specific policy dealing with only one of the fields will be successful in the long term only by taking into consideration the effects in the other field.

The World Trade Organization had to make a choice not between the half full or the half empty glass but between a full glass – difficult to manage because of the danger to spill over – and a half‐full glass – easy to manage because of the large margin.

The paper critically examines the conflicts between the two policies (competition and trade), through an insight analysis and case interpretation.

Purpose of this chapter – The chapter analyzes the link between cultural factors, corporate reputation, and social responsibility, considering the case of emerging markets MNEs.Design/methodology/approach – On data provided by the Reputation Institute, applied to the cultural clusters of Europe, we analyze, using multivariate linear regression, whether the inclusion of cultural dimensions as femininity and hedonism has a significant influence on corporate reputation, as one tends to strengthen corporate social responsibility, while the other is more connected with customer focus.Findings – Our conclusions point to the fact that, despite its many cultural clusters, Europe should be regarded, from the point of view of multinationals, as a homogenous region, where one corporate social responsibility strategy may well suit all markets.Research limitations/implications – Including inside data from multinationals may be a sound continuation of the study.Practical implications – The chapter guides multinationals into using cultural indexes when assessing the impact of their actions on their reputation, as perceived by consumers.Social implications – The findings influence CSR, as a component of reputation, making corporations rethink their CSR policies in the light of culture-mediated perceptions.Originality/value of chapter – The chapter looks at reputation and CSR from a novel perspective, that of cultural factors, and their impact on consumer perception.

We are delighted to present this collective work committed to address the challenges of balancing social and environmental concerns with corporate requirements, as part of the Advances in Sustainability and Environmental Justice Series. This volume, co-edited by Dr. Liam Leonard and Dr. Maria Alejandra Gonzalez-Perez, is the second of this series dedicated to Sustainability and Corporate Social Responsibility (CSR) within the scope of International Business.

Karina A. Branum is an MBA Student of Entrepreneurship and Management/Organizational Behavior at Loyola Marymount University (Los Angeles, California). She received her Bachelor of Arts in Economics from the University of Hawai’i at Manoa in Honolulu, Hawai’i in 2006. Following her undergraduate work, she worked as an Accounting Analyst in the entertainment industry before deciding to obtain her MBA. Upon receiving her MBA, she plans on pursuing a career with a sustainable business/organization and potentially starting a business in the field of water conservation and management. Research interests include further examination of the relationship between sustainable technology and business practices and profitability.