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This study was conducted to analyse the socio-ecological problems faced by the Suhelwa Wildlife Sanctuary and understand its potential and challenges for developing ecotourism following Triple Bottom Line (TBL) principles. The study also benchmarked best ecotourism practices across the globe to create an ecotourism plan that would provide alternative livelihood and help in sustainable management of the area by reducing poverty, dependency on forests and biodiversity protection.

Suhelwa Wildlife Sanctuary was chosen because this area has several socio-ecological crises with limited livelihood options, and there is an urgent need for alternative livelihood opportunities in the form of ecotourism. The study followed an ethnographic approach through observation, participant observation, and semi-structured interviews. Content and thematic analysis was conducted through Atlas Ti9.0 software for data analysis. Subsequently, benchmarking best ecotourism practices through a literature review was done to develop an ecotourism action plan.

The First finding was related to the study area divided into three themes: problems, potential for ecotourism development, and challenges for ecotourism development. The second finding was related to benchmarking best practices and suggesting an action plan.

This work studied an area not sufficiently acknowledged by academicians and policymakers concerning ecotourism development. The work also benchmarks the best practices for ecotourism and proposes a sight-specific ecotourism action plan in accordance with TBL.

This chapter explores a pathway towards achieving a sustainable and inclusive future through the implementation of systems innovation, systems leadership and systems change. The author highlights the importance of understanding complex systems and identifies several models that can be employed to drive systems change, including the iceberg model and multi-level perspective. The author stresses the significance of systems leadership and innovation in creating a sustainable and inclusive future. This means that leaders and managers need to shift their mindset from reductionism to systems thinking. Reductionism views complex systems as a collection of separate parts that can be studied independently. In contrast, systems thinking acknowledges the interconnectedness of all parts and how they influence each other. When they embrace systems thinking, leaders and managers can make systems innovation and drive systems change to achieve sustainable and inclusive growth. Achieving a sustainable and inclusive future requires a collective effort from individuals, organizations and governments. It demands a comprehensive understanding of the interdependencies and interactions within complex systems, as well as a willingness to adopt new ways of thinking and leading. This chapter presents a compelling case for adopting systems innovation, systems leadership and systems change as critical components in building a sustainable and inclusive future.

We revisit the problem of redesigning the Master in Business Administration (MBA) program, curriculum, and pedagogy, focusing on understanding and seeking to tame its “wicked problems,” as an intrinsic part and challenge of the MBA program venture, and to render it more realistic and relevant to address major problems and their consequences. We briefly review the theory of wicked problems and methods of dealing with their consequences from multiple perspectives. Most characterization of problems classifies them as simple (problems that have known formulations and solutions), complex (where formulations are known but not their resolutions), unstructured problems (where formulations are unknown, but solutions are estimated), and “wicked” (where both problem formulations and their resolutions are unknown but eventually partially tamable). Uncertainty, unpredictability, randomness, and ambiguity increase from simple to complex to unstructured to wicked problems. A redesigned MBA program should therefore address them effectively through the four semesters in two years. Most of these problems are real and affect life and economies, and hence, business schools cannot but incorporate them into their critical, ethical, and moral thinking.

This chapter focuses on critical thinking as a new, powerful, and specialized tool and technique for understanding and analyzing the subtle operations of the free enterprise capitalist market system and its ethics and morality. Everything in the world of consumers and market enterprise systems are determined by our supply–demand system that in turn are determined by our presumed limitless production–distribution and consumption (LDPC) systems. From a critical thinking viewpoint, we study the free enterprise capitalist system (FECS) as a dynamic, interconnected organic system and not as a discrete or compartmentalized body of disaggregate parts. Systems thinking with critical thinking calls for a shift of our mindset from seeing just parts to seeing the whole reality in its structured dynamic unity; both mandate that we see ourselves as active participators or partners of FECS and not as mere cogs in its wheels or as mere factors of its production processes. Critical thinking seeks to identify the “structures” that underlie complex situations in FECS with those that bring about high- versus low-leveraged changes in various versions of capitalism. Specifically, this chapter applies critical thinking to FECS as defined by its founder, Adam Smith, in 1776 to its fundamental and structural assumptions, and as supported or critiqued by serious scholars such as Karl Marx, Maynard Keynes, C. K. Prahalad and Allen Hammond (inclusive capitalism), John Mackey and Rajendra Sisodia (conscious capitalism), and others.

The world needs more Eastern knowledge and, ergo, more consciousness. Humanity will unlikely experience a quantum leap in consciousness if we keep ignoring Eastern and other sources of perennial wisdom in the design and development of our socioeconomic and ecological systems. This chapter aims to bridge the consciousness gap by exploring the meaning and application of Buddhist and Taoist systems thinking to regenerative systemic leadership, design, development and sustainable transformation.

The purpose of this study is to develop an intelligent tutoring system (ITS) for programming learning based on information tutoring feedback (ITF) to provide real-time guidance and feedback to self-directed learners during programming problem-solving and to improve learners’ computational thinking.

By analyzing the mechanism of action of ITF on the development of computational thinking, an ITF strategy and corresponding ITS acting on the whole process of programming problem-solving were developed to realize the evaluation of programming problem-solving ideas based on program logic. On the one hand, a lexical and syntactic analysis of the programming problem solutions input by the learners is performed and presented with a tree-like structure. On the other hand, by comparing multiple algorithms, it is implemented to compare the programming problem solutions entered by the learners with the answers and analyze the gaps to give them back to the learners to promote the improvement of their computational thinking.

This study clarifies the mechanism of the role of ITF-based ITS in the computational thinking development process. Results indicated that the ITS designed in this study is effective in promoting students’ computational thinking, especially for low-level learners. It also helped to improve students’ learning motivation, and reducing cognitive load, while there’s no significant difference among learners of different levels.

This study developed an ITS based on ITF to address the problem of learners’ difficulty in obtaining real-time guidance in the current programming problem-solving-based computational thinking development, providing a good aid for college students’ independent programming learning.

This paper aims to apply a mixed-methods approach to redefine essential work skill sets, propose components of these skill sets that are necessary for workers in the contexts of emerging market economies (EMEs), examine potential selection tools that should be applied across firms and explain implications for the labour process theory (LPT) of work.

During the first phase of this study, qualitative data was collected from methods, including semi-structured interviews with human resources (HR) experts from the Personnel Management Association of Thailand, top and HR executives and managers of firms across industries in Thailand. Non-participant observations were made during the pre-interview, interview and post-interview stages. Analysis of archival documents and Web-based resources was then conducted. The authors used the qualitative data obtained from the first phase to develop survey instruments for conducting quantitative research during the second phase of this study.

The empirical findings demonstrate that essential work skill sets are “soft skills” that help workers survive and thrive in the business arena in EMEs. These essential work skill sets have implications for the LPT of work in that they play an important role in transferring the power of negotiation from employers to workers in the labour market. Essential work skill sets here can be divided into eight skill domains: (1) ideation and system thinking, (2) information and digital literacy, (3) social skills with appreciation for diversity and inclusion, (4) communication and language, (5) creativity and innovation, (6) emotional quotient (EQ) for self-management and development, (7) growth/outward mindset and (8) cognitive skills for the job role. Within each essential work skill set, there are several skills that workers in the current world of work need to possess (42 skills in total). Additionally, potential selection tools include behavioural observation, behavioural-based interviews, STAR (Situation, Task, Action and Results) interviews, role plays, case studies and simulations, high-pressure interview questions, project assignments, assessment centres, in-depth interview questions and special methods, such as face reading and fingerprint reading. Top and HR managers across industries strongly agree that the eight essential work skill sets and 42 skills are necessary for workers to survive in the business arena in EMEs. They also strongly agree that talent selection tools, especially behavioural-based interviews, are used by their firms to select high-skilled job candidates in the labour market.

Because the eight essential skill sets proposed in this paper are based primarily on the qualitative data obtained from top/HR managers in firms across some industries, generalization to respondents across other industries or across other EMEs may be limited. It is possible that the context of other EMEs may be different from that of Thailand. In this regard, some of the essential work skill sets that are suitable in the case of Thailand may not be suitable in the case of other EMEs. Future studies should thus explore how institutional contexts of other countries/economies shape the definition of essential skill sets and their components, as well as potential selection tools that shall be applied to select high-skilled labour in those contexts.

This paper provides practical implications for top managers and/or HR managers of firms across various industries in EMEs. In particular, managers should internally train and develop their employees/workers to possess the eight essential skill sets: (1) ideation and system thinking, (2) information and digital literacy, (3) social skills with appreciation for diversity and inclusion, (4) communication and language, (5) creativity and innovation, (6) EQ for self-management and development, (7) growth/outward mindset and (8) cognitive skills for the specific job role so that their employees/workers can survive and thrive in the era of the brittleness, anxiety, non-linearity and incomprehensibility of the business world under pandemic conditions. Additionally, top managers and/or HR managers of these firms should apply the potential selection tools proposed in this paper to probe into job candidates’ past experience and behaviours to better predict such candidates’ success at work. In this regard, job candidates/workers should prepare themselves to possess these essential work skill sets so that they can be successful in the business arena and should understand potential selection tools that firms may apply to recruit and select them.

This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and of other EMEs. These governments should encourage firms across industries to invest resources in training and developing their employees/workers to possess those essential work skill sets so that these employees/workers are industry-ready, leading to the alleviation of the problems of skill and mismatch in the labour market.

This paper contributes to the prior literature on human resource management (HRM), the comparative institutional perspective on employment systems based on the varieties of capitalism (VoC) framework and the LPT of work in the following ways: first, this paper fills in the research gap in the field of HRM that calls for studies that explore how the COVID-19 pandemic shapes essential skill sets and skills development among workers within firms (Cooke et al., 2021). Second, this paper provides implications for the LPT of work regarding how essential work skill sets are likely to return the power of negotiation from employers to workers in EMEs during the current situation. Third, the VoC framework tends to focus on only two types of economies, liberal market economies and coordinated market economies. However, this paper examines essential work skill sets and potential screening tools in the context of the underresearched country of Thailand, an EME. In fact, the Thai labour market is quite different from that of other EMEs labour markets, as it is impacted by an aging workforce. This paper contributes to the literature on comparative institutional perspectives on employment systems as it redefines essential work skill sets, proposes various components of these skill sets among workers and examines potential selection tools that are applied across firms located in EMEs.

In this chapter, the author explores and discusses the transformation of management from the perspective of complex systems, systems change and the Taoist yin-yang theory. Modern complex organizations require innovative management practices that move beyond traditional approaches. Consequently, many organizations are experiencing a management shift towards more holistic and sustainable methods. This shift encompasses changes in organizational structures and modes of inquiry. Organizations are transitioning from rigid hierarchies to more collaborative and agile configurations while adopting a systemic approach to management that acknowledges the interconnectedness and interdependence of all organizational aspects. Simultaneously, there is a paradigm shift in management thinking, replacing the conventional focus on ego-action with eco-action, which emphasizes the integration of diverse perspectives and the cultivation of self-awareness and introspection. This shift in mindset is embodied in the yin-yang paradigm, highlighting the importance of balance and harmony between contrasting forces.

This viewpoint adds context and variety to the “decolonizing international business” debate by engaging in a discussion of the decolonial thinking approach and proposing a broader framework for analysing the link between international business (IB) activities on the one hand and colonisation and decolonisation on the other. The purpose of this paper is to inspire a more intensive engagement of IB scholarship with issues related to colonisation and decolonisation.

This paper involves taking a reflexive review on recent calls to decolonise IB, contextualising and extending the decolonisation debate in the academic field of IB.

This paper argues that the current discussion of decolonisation should be extended beyond the decolonial thinking approach and its focus on knowledge and the cultural dimension towards a broader framework that covers both colonisation and decolonisation as well as the respective economic, political, social and cultural dimensions. It introduces the varieties of colonisation and decolonisation approach, which considers the complexities of the phenomenon and covers the economic, social, political and cultural dimensions.

Through its focus on foreign market expansion, international trade, global value chains and formal and informal institutions in the business environment, the academic field of IB provides several starting points for research on the link between IB activities and colonisation and decolonisation. The decolonisation debate can be used to inspire future research in IB, for example, with respect to the role of multinational corporations in colonisation and neo-colonisation processes and the implications of the emerging multipolar world order for IB.

IB scholars will be better informed when engaging in discussions on decolonisation and the decolonise IB project. This paper suggests considering both colonisation and decolonisation processes as well as the respective economic, political, social and cultural dimensions in research and teaching. The varieties of colonisation and decolonisation approach provides a comprehensive and flexible alternative framework to analyse issues related to colonisation and decolonisation.

A balanced view of the implications of colonisation and decolonisation with respect to economic, political, social and cultural dimensions may suitably be incorporated in the field of IB and contribute to tackling grand societal challenges. This applies likewise to past, current and future processes of colonisation and decolonisation.

This paper contextualises and adds a new perspective and variety to the current debate on decolonising IB. This is valuable for engaging in discussions on decolonisation and future conceptual and empirical research on the topic.

The purpose of this study is to explore the concept of long-term thinking in a non-business context to gain deeper insights into bridging the gap between the theory of long-term thinking and its application as a management strategy.

To explore the concept of long-thinking further in a non-business setting, a grounded theory study was conducted with preschool leaders in a municipality in Sweden to examine how the leaders describe, define and apply the concept of long-term thinking in their schools. Interviews with school leaders, both written and oral, were used for data collection.

This study illustrates that the concept of long-term thinking can be twofold. First, the description can be as an anchor that reflects a mission. Second, the description can be a steering mechanism that guides decision-making. The findings also reinforce the importance of organisations developing an organisational culture that connect their vision and goals with the values and needs of their customers.

This study was carried out in a single organisation and shows a snapshot of the organisation's status at the time the data were collected. Therefore, the findings are not generalisable to all organisational settings; rather the findings may be transferable to other settings.

The results can be used to help identify areas where preschools in a municipal context can engage with sustainable quality development in order to build systems that support work with quality in a more structured way.

Long-term thinking is seen, within both theory and organisations, as necessary to achieve success in terms of sustainable development and quality, and this study contributes with knowledge about the current gap between theories of long-term thinking and practice in organisations.