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Anti-racism has been practiced in various ways, with varying degrees of effectiveness. This chapter engages with the body of scholarship that focuses on approaches aimed at promoting anti-racist actions, policies and social change. It discusses some of the main anti-racism strategies that have been deployed across different countries and examines anti-racism practices in interpersonal, intergroup and community settings. These approaches encompass civil rights campaigns, legislative and policy interventions, affirmative action, diversity and inclusion training, prejudice reduction, intergroup contact, organisational development and holistic anti-racism approaches. Some anti-racism practices and policies, such as awareness campaigns, social marketing and diversity training, also extend to digital platforms, with social media and multimedia networks deployed to broaden the reach and impact of anti-racist endeavours. This chapter specifically engages with local anti-racism movements and draws principles for broader implementation of anti-racism policy and practice. It concludes with a brief discussion of the effectiveness of contemporary anti-racism approaches.

Why is it that, despite repeated claims that digital-content firms and internet-based businesses can internationalize everywhere almost instantly, many seem unable to profitably expand outside their home markets? Why have emerging market firms (EMNEs) caught up with established developed-country multinationals (DMNEs) so much faster than expected? In this chapter, the author argues that the clue to these two puzzles lies in the realization that, contrary to the dominant view in the international business (IB) literature that focuses only on the intangibles exploited by DMNEs and assumes that these firms are free to unilaterally decide on their mode of entry and operation, doing business in a foreign country is only possible if intangibles are bundled with complementary local resources, usually held by local firms. Taking into account these complementary local resources and their owners makes it clear that DMNEs are not always free to choose their entry mode but must enlist the cooperation of local resource owners. The need of digital-content and internet-based firms for local complementary resources also explains why they sometimes experience problems when expanding abroad. Lastly, control of complementary local resources provides EMNEs with a home advantage against DMNEs competing with them in their home market. The author shows how EMNEs can capitalize on this advantage to obtain the intangibles they lack and need. The fact that these advantages are available on efficient global markets, while complementary local resources are not, explains the surprising speed of EMNE catch-up.

The very essence of internationalisation, which depends heavily on academic mobility and cross-border interactions, has been adversely affected due to the COVID-19 pandemic and has been associated with a significant decline in student and staff mobility in South Africa and around the world. Nonetheless, it has also catalysed innovation and inspired new approaches to teaching and learning that have the potential to transform the future of higher education. In the aftermath of the COVID-19 pandemic, higher education institutions are grappling with a fundamental question that goes beyond the practicalities of internationalisation: How can we re-envision the concept of internationalisation to meet the challenges of the new normal? This question calls for a deeper reflection on the nature of internationalisation itself. How can we ensure that cross-border interactions and exchanges continue to foster a sense of global community and intercultural understanding, even in a world that is physically distanced? This chapter seeks to explore the profound implications of the pandemic on the internationalisation of higher education (IHE) in South Africa. It aims to critically examine the present challenges to internationalisation and the strategies that have been developed to address them in the context of the post-pandemic world. The chapter employs a critical reflection approach through the use of qualitative research, systematic literature review, and document analysis. By utilising these methodologies, it seeks to delve deeper into the implications of the pandemic on the IHE in South Africa.

The struggle for racial justice has always faced significant challenges and controversies across interpersonal, intergroup and structural levels. As racism continues to evolve and adapt to new social, political and technological developments, researchers, activists and practitioners grapple with complex and intersecting issues. This chapter discusses some of the ongoing challenges anti-racist endeavours face today. It engages with contemporary global issues, such as international migration, globalisation and the digital revolution that have implications on the fight against racism. The chapter covers topics such as the recent backlashes against anti-racism, the emergence of the ‘colour-blind’ ideology and the challenges anti-racism faces in the realm of technological advance and digital spaces. Additionally, this chapter explores the discourse of decolonisation as a radical approach to anti-racism. It concludes with a critical discussion of the idea that mainstreaming and expanding anti-racism to include racial majorities may enhance its effectiveness.

Introduction: Micro, small, and medium enterprises (MSME) have long been viable in the Indian economy. In the case of post-COVID-19, 20–40% of MSMEs in government can be permanently closed. The state should pay special attention to MSMEs for survival (Min, 2023).

Purpose: This chapter provides a framework for MSMEs to study industry challenges in Punjab and to discuss the conceptual framework and road map for future MSMEs in Punjab.

Need for This Study: The COVID-19 pandemic has drastically impacted the variable economic activities within the world. This study is responsible for explaining the different vulnerable sectors related to small- and medium-sized enterprises. On the other hand, this study is an analytical and descriptive research in nature.

Methodology: A mixed method of data collection has been used in this chapter. The data have been collected by floating a questionnaire to the various entrepreneurs of MSMEs. Secondary data have been collected through the Internet.

Findings: Through this research, we could analyse the MSMEs’ conceptual framework, the challenges they face, and the industrial units’ future roadmap.

Practical Implications: This research is mainly considered a clear explanation of current competition and market access challenges that small- and medium-sized enterprises face. This situation is derived due to the COVID-19 pandemic, so many enterprises are trying to find their exit ways. On the other hand, some MSMEs are trying to focus on the online business market to make some profit and to overcome the loss.

Introduction: A company or organisation must resolve various problems in the business environment for better operation in any corporate environment. Such issues are traditionally handled in multiple ways. A small sector unit with many employees encounters this corporate issue, for example, the handicraft sector. The impact of handicraft issues and their intensity, speed, and regularity is growing in our system.

Purpose: This chapter studies how small businesses might succeed in the handcraft industry in a volatile, uncertain, complex, and ambiguous (VUCA) environment. There is a lack of proper knowledge of how the VUCA affects business proficiency in the Indian handicraft sector. A novel business strategy for the handicraft sector, like other business proficiency called best practices in handicraft business in a VUCA environment, will be presented along with a discussion about VUCA environments. This considers both the individual influences of each particular word and the overall impact of VUCA.

Methodology: The study included a thorough literature analysis for three learning areas: performance improvement, including VUCA, and the leadership incorporation of risk and quality. Awareness in the trade will be examined in further sections, as the mastery of VUCA is achieved with various traditional and digital management ideas.

Findings: The research defined a new unorganised firm concept to maintain and succeed in a high VUCA environment in the handicraft sector, identifying 18 important success characteristics through a comprehensive literature review. The authors proposed a conceptual framework for fusing quality management to attain proficiency in the handicraft sector VUCA environment.

Introduction: Cost competitiveness, customer focus, and sustainability compliance are essential for new-age firms to survive and succeed in the VUCA market environment. This study examines how automobile corporations have improved cost competitiveness, productivity, and product quality.

Purpose: This study examines the importance of cost competitiveness, customer focus, and sustainability compliance for the long-term survival of organisations in VUCA markets, looking at the practical efforts made by automobile corporations to enhance cost competitiveness, productivity, and quality.

Methodology: The study utilises a comprehensive analysis of the strategies and initiatives implemented by the selected automobile companies. It involves a review of relevant literature, case studies, financial data analysis, and interviews with key industry experts, providing a holistic understanding of the actions taken by these organisations to achieve their goals.

Findings: The study reveals that cost competitiveness, customer focus, and sustainability compliance are critical factors for the long-term survival and success of organisations in the automotive industry. The analysed automobile companies have undertaken practical efforts to improve cost competitiveness, enhance productivity, and ensure high-quality products, enabling them to navigate the challenges and maintain a competitive edge.

Significance: The findings of this study contribute to a deeper understanding of the importance of cost competitiveness, customer focus, and sustainability compliance in the automotive industry. It highlights the need for organisations to constantly monitor both qualitative and quantitative profit to avoid complacency and ensure long-term efficiency. The study’s insights are relevant to businesses operating in other sectors, as they face similar challenges in the VUCA market environment.

This chapter examines the role extracurricular activities have in developing higher education (HE) student’s entrepreneurial competencies and capabilities. Specifically, this chapter examines: What type of students participate in extracurricular activities? Why do students choose to participate? and What activities offer for entrepreneurial competency and capability development. An electronic survey (e-survey) collected pre- and post-data from two groups: Group A – students participating in extracurricular enterprise and entrepreneurship (EEEx) activities (n = 119); and Group B – students engaged in non-enterprise-related extracurricular activities (n = 72). Findings indicated that students in both groups were motivated to engage in extracurricular activities to enhance their skills, fulfil personal interests and enhance their employability. Utilising Morris, Webb, Fu, and Singhal’s (2013) entrepreneurial competencies list as a model, there were found to increase in all but one competency (creativity) for Group A, yet for the control group, most competencies decreased. Independent sample T-tests demonstrated that there was no significant difference in the final ratings of entrepreneurial capability between Group A and Group B, however, the degree of improvement for perceived entrepreneurial capability, pre-to-post, for those participating in enterprise activities was substantially higher than the control group. Finally, students participating in EEEx activities were more likely female, studying a programme within the Business School, and in the second or final stage of their programme. This chapter demonstrates the value that EEEx activities provide in a competency context for students and tasks educators with considering how to develop and signpost specific entrepreneurial competencies and capabilities.