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This chapter investigates the awareness and level of implementation of the sustainability marketing concept in small and medium-sized enterprises (SMEs) in selected Western European and Central-Eastern European countries. This study will focus primarily on comparing the Western and Central-Eastern European countries combined in respective country groups. The data underlying this evaluation were gathered as part of an international research project by surveying SME managers in six European countries. The chapter will assess whether the main hypothesis of the research project – that there is a significant positive correlation between awareness and level of implementation of the sustainability marketing concept and a country’s level of socio-economic development – is accurate. The main hypothesis will be verified based on individual sub-hypotheses. The findings from this verification process will clearly reveal that the main hypothesis is applicable. The following chapter is organized as follows. First, managers’ attitudes towards sustainability marketing are described. Second, managers’ knowledge on the concept of sustainability marketing is presented. The final part focuses on the implementation of sustainability marketing concept and the significance of sustainability marketing for corporate strategy over time.

This chapter maps the landscape of previous research into the Bologna Process on the international and national scales. This literature shows that Bologna has internationalised higher education in post-Soviet countries, and the Bologna developments have been acknowledged in the literature to be a case of Europeanisation.

This chapter also points out a few major gaps in that research. One of them is the interconnected development of higher education actors and instruments from the perspective of the idea of layering that brings path-dependence and change in a dialogue. The research about Bologna in the national contexts focuses mainly on a more normative, evaluative side of the debate. Prior research on Bologna in post-Soviet countries and specifically in Ukraine also looks primarily at positive and negative effects of the reform on the country's higher education. There have been difficulties ‘fitting’ Bologna ideas into the established conventions in Ukraine. There have been also challenges with interpreting some action lines, such as the student-centred learning or quality assurance. These studies have mainly investigated the change of higher education policies, overlooking the exploration of the change in the system of higher education actors and their roles in the countries. The studies seem not to have placed enough emphasis on the process of the development of higher education actors and their relationships in Bologna. Neither have they looked in detail into the contribution of these actors to the development of the Bologna instruments.

The Bologna reform in the post-Soviet context, just like Europeanisation there, tends to be seen as the implementation of change which is hindered by some past conventions. In contrast, this study about Bologna in Ukraine rests on the idea of layering that brings path-dependence and change into a dialogue.

This paper aims to ascertain whether and to what degree universities are becoming organizational actors globally. Utilizing an original dataset of a sample of 500 globally oriented universities, we explore how universities have increasingly become organizational actors as is the case of American universities. We consider the following indicators of university transformation into organization actors: development or institutional advancement, diversity or inclusion, legalization, and internationalization goals and structures. We find that these globally oriented universities have created international, development, and legal offices. Surprisingly, nearly half of the universities in our sample also have diversity offices. These “getting organized” indicators are somewhat similar to what holds for American universities, suggesting that there is globalization of organizational actorhood among universities. At the same time, however, we find that there are pronounced regional differences, especially when it comes to organizing around diversity and legal affairs.

Many supply chain reconfiguration programs are launched each year. Despite a wealth of knowledge existing in the general management domain, there has been little work within the supply chain management domain on change. That which does exist deals with change to a technical – as opposed to non‐technical – system. This leaves out many of the social and behavioral aspects of change. This paper aims to address this gap.

The paper synthesized the general management and supply chain literature on change to create a framework to explore change within three supply chains. A multiple case study approach was adopted for the research. Longitudinal and quasi‐longitudinal data were gathered and template analysis utilized to explore the cases contexts and the design choices they made in each of the change programmes.

In all three cases, the change is non‐linear and required re‐planning and learning throughout the change effort to build the capacity and capability for change. In all three cases, the success of the change is facilitated through the use of cross‐functional teams.

Change leaders were involved in the research through co‐authorship and a unique set of cross‐case lessons learned were generated. The framework used in the analysis incorporates considerations previously ignored in the supply chain literature, including the non‐linear, non‐processual nature of change.

The purpose of this paper is to report on experiences from BAT's major supply chain reconfiguration program; it details practices, lessons learnt and do's and do nots. There is little research that reports on how to manage major supply chain reconfiguration programs, despite the fact that it is widely acknowledged that this can be challenging.

This paper reports insights from industry, directly captured from the responsible managers in workshops and through co‐author involvement.

Seven key lessons are shared, including how to use S&OP, measurement and other specific change management tactics and practices.

The findings reported in this paper are “straight from the horses mouth” and are very much informed by all the experience developed inside BAT. Coupled with the focus on overall lessons, the findings will be useful for many other supply chain executives engaged in major reconfigurations.

This paper provieds an insight into a major supply chain design project in BAT over a six year period. This included access to senior decision makers and those actually running the change program. Case studies of this scale, scope and longitude are a rarity in supply chain strategy.

International business research has long acknowledged the importance of regional factors for foreign direct investment (FDI) by multinational corporations (MNCs). However, significant differences when defining these regions obscure the analysis about how and why regions matter. In response, we develop and empirically document support for a framework to evaluate alternative regional grouping schemes. We demonstrate application of this evaluative framework using data on the global location decisions by US-based MNCs from 1980 to 2000 and two alternative regional grouping schemes. We conclude with discussion of implications for future academic research related to understanding the impact of country groupings on MNC FDI decisions.