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Knowledge has become the basis of enhancing the core competitiveness of enterprises in this era of knowledge-driven economies. Collaborative knowledge management not only realizes the real-time exchange and communication of knowledge among different enterprises, but also facilitates the collaboration and integration of knowledge. Collaborative knowledge management has been successfully applied to different fields. To address the poor ecological responsibility of enterprises, the purpose of this paper is to introduce the concept of collaborative knowledge management in this research to determine if the evolution of the decision-making process in collaborative knowledge management is involved in corporate ecological responsibility (CER).

This research established an evolutionary game model of collaborative knowledge management for CER. The behavioral, evolutionary law and stable behavioral, evolutionary strategy of the participants was identified according to the replicator dynamics equation. Simulation analysis was conducted using MATLAB software.

Research results demonstrated that, first, the strategic selection of firms is influenced by cost and interest coefficients. Second, the strategy, selection of enterprises, is related to the common benefits of enterprise cooperation. Third, during the systematic evolution and stabilization of strategies, enterprises adopt the same knowledge strategies.

On the basis of the research findings, policy suggestions were proposed to encourage enterprises to implement collaborative knowledge management strategies in ecological responsibility.

The purpose of this paper is to show how corporate responsibility (CR) could be utilized to manage and develop individual, cultural, and biodiversity and turn them into business strategies.

Case studies of two multinational forest companies are used to demonstrate present and possible corporate values, words, and actions of diversity.

Forest companies tend to react on external pressure in diversity issues. They often take a confrontational or minimum legal compliance approach. Biodiversity, cultural diversity, and individual diversity form an intertwined hot topic all over the world.

For future prospects, forest companies should take initiative in diversity enhancement and become entrepreneurial, particularly as pulp and paper production is a declining industry and new business visions are needed. In cooperation with indigenous peoples, environmental organizations, governments, and other stakeholders forest companies could replace monocultural tree plantations with multicultural forest gardens, which provide many ecosystem services, natural products, and employment, and participate in large‐scale forest leasing for conservation. Multinational forest companies could also make better use of their diverse individual and cultural resources.

This is the first attempt to build a CR/diversity framework by studying different kinds of diversity issues through CR and by analyzing corporate values, words, and actions. Integrating diversity into CR helps companies to turn it into a business strategy.

The purpose of this paper is to propose potential challenges faced by multinational companies (MNCs) managing corporate social responsibility (CSR) strategies.

The paper is based on two inductive case studies of French MNCs in the retail sector. Data from interviews and documents were collected and analysed at the headquarters in France and the Brazilian subsidiary.

The paper contributes in the following ways: five challenges are proposed that must be faced by MNCs in managing their CSR strategy. The challenges are related to the link between literature and three dimensions and five sub‐dimensions that emerged from the two cases studied: the governance structure (the structure of the CSR department and dialogue with stakeholders); corporate ethics (the definition of objectives and corporate posture); and organizational learning (awareness and information exchanged about CSR).

As this is a topic that is little addressed by the CSR's literature, a future research agenda for the relation between the headquarters and the subsidiary in considering CSR strategies can be established. It is suggested that the five challenges presented here should be deeply explored and potential solutions for each one can be investigated in depth.

The proposed challenges can yield some implications for managers of MNCs who are intending to manage the headquarters/subsidiary relationship considering the MNCs' CSR strategies. They should identify adapted ways to introduce actions related to the three dimensions and five sub‐dimensions presented here.

Little attention has been paid to this specific link between CSR and MNC literature: the relation between the headquarters and the subsidiary considering CSR strategies. This paper proposes some challenges that can help researchers investigate potential solutions and managers to have an agenda to be addressed.

The primary objective of this research is to chronicle how the Environmental Protection Agency (EPA) and other United States Federal Government Agencies (USFGA) agencies have played a role in shaping the trajectory of financial reporting for sustainability, with a particular emphasis on triple bottom line (TBL). This exploration extends to other indexes reporting sustainability data encompassed within financial, social and environmental reporting.

This study adopts an illustrative methodology, utilizing data sourced from governmental, business and international organizational documents.

Sustainability accounting predominantly finds its place within the framework of TBL. However, it is crucial to note that sustainability reporting remains voluntary rather than mandatory. Nevertheless, accounting firms and professional accounting societies have embraced it as a supplementary facet of financial accounting reporting.

The research highlights the historical evolution of sustainability within the USFGA and corporate entities. Corporations’ interest in accounting for sustainability performances has significantly contributed to the emergence of voluntary sustainability accounting rules, as embodied by the TBL.

This paper aims to determine the trends and prospects of the development of social entrepreneurship in Russia and Asian countries.

The methodology includes trend, regression, and correlation analysis and scenario (imitation) modeling and elaborates on perspectives and recommendations for further development of social entrepreneurship in Russia and Asia.

Despite the active development of social entrepreneurship in Russia and Asian countries (its share in the structure of GDP of these countries constituted 2.6% on average in 2018), it accounts for a small contribution to domestic development of socio-economic systems. These countries of Asia in 2018 were peculiar for low level of social freedoms (70th position in the world), low level of healthcare (51st position), moderate level of ecological effectiveness (61.33 points out of 100), moderate level of education (0.767 points out of 1) and low level of development of infrastructure (39 points out of 100). In the provision of social freedoms and healthcare, social entrepreneurship is least developed and is peculiar for a tendency for a decrease. The difference between demand and offer of social entrepreneurship causes an imbalance of the market of social (non-profit, volunteer and charity) services in these countries. This imbalance is to be overcome with the recent tendency of digitization of social entrepreneurship in Russia and Asian countries.

Digitization occupies the last position among the factors of the development of social entrepreneurship. Tax stimulation of social entrepreneurship is preferable, so it is recommended to pay primary attention to it until 2022, for the provision of the balance of the market of social services.

As emphasized in the previous chapter, sustainability marketing entails activities that include all levels of management in small and medium enterprises; that is, strategic, operational and tactical. The role of marketing activities of a sustainable nature involves building customer satisfaction and generating profit for an enterprise, while simultaneously taking into consideration the impact of such activities on society and environment as a whole. Combining all those areas poses a serious challenge to contemporary SMEs. Nevertheless, an effective use of sustainability marketing principles enables companies to achieve the above-specified tasks and gain a strong position in the market over the long term. The nature of the relationship established with various market entities ensures that strong position, because the use of sustainability marketing is equivalent to adopting a relationship-oriented attitude.

Fulfilling the tasks of sustainability marketing requires the employment of tools from the sustainability marketing mix, which comprises the following: sustainability in product, price, distribution, promotion and personnel. The adoption of sustainable development principles by SME marketing departments does not fundamentally change the basic properties of the tools in the mix, that is their complementarity and the resultant synergy effect, but it expands the scope of their impact on the society and environment. This chapter presents a discussion on the nature and specificity of individual tools in the sustainability marketing mix.

This study was aimed at examining the motivations, elements and channels of sustainability reporting of a multinational mining company that operates a subsidiary in Ghana. Semi-structured interviews were conducted among the company’s key stakeholders. These informants were drawn from the case company, a public regulatory agency, members and the opinion leaders of the company’s host community. In addition to the primary data, secondary documents were relied upon to corroborate the views shared by the interviewees. We discovered that while the sustainability reporting mechanism was necessary for gaining internal legitimacy with the parent company, to a large extent, the host community did not appreciate the importance of that report. In place of that the management of the mining subsidiary employed less-formal channels of communication to engage the community representatives on matters relating to sustainability. Our findings suggest that the sustainability reporting process must be adaptable and not always communicated formally. Therefore, the process needs to be re-organised to meet the expectations of all key stakeholders within the subsidiary companies’ jurisdictions. To meet the expectation of stakeholders and gain legitimacy, those charged with the governance of subsidiary companies need to contextualise their sustainability reporting strategies.

Economic wealth is humankind′s most dominant myth. However, this myth must be significantly altered if economic activity and ecological sustainability are to be achieved for posterity. Changing the economic myth means shifting the paradigms which underlie it, and shifting these paradigms means changing the assumptions and values which lie at the heart of business′s relationship to the planet. Research supports the notion that widescale, fundamental change efforts are required to achieve such shifts. Examines the magnitude of the changes which probably will be necessary in order to achieve a truly sustainable society in the future. Discusses the nature of some of the scientific, economic, and management paradigm shifts which need to take place in business organizations before the myth of economic wealth can be truly modified to include Mother Earth.