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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.

“First principles” of international business (IB) thinking should be applied systematically when assessing the functioning of internationally operating firms. The most important first principle is that entrepreneurially oriented firms seek to create, deliver and capture economic value through cross-border linkages. Such linkages invariably require complementary resources from a variety of parties with idiosyncratic vulnerabilities to be meshed. Starting from first principles allows bringing to light evidence-based insight. For instance, most companies are not global and even the world’s largest firms rarely change the location of key strategic functions. International new ventures (INVs), emerging economy multinational enterprises (MNEs) and family firms face unique vulnerabilities but also command resources that can be used to create value across borders. The quest for “optimal” international diversification appears to be a futile academic exercise, and in emerging economies with institutional voids, relational networks – and more broadly, informal institutions – are unlikely to function as scalable substitutes for formal institutions. In global value chains (GVCs), many lead firms and their partners have been able to craft governance mechanisms that reduce bounded rationality and bounded reliability challenges, and it is also critical for them to use governance as a tool to create entrepreneurial space. Finally, many of the world’s largest companies have been on successful trajectories toward reducing their climate change footprint for a few decades. But these firm-specific trajectories are fraught with challenges and cannot just be imposed via unilateral, macro-level targets decided upon by individuals and institutions lacking a clear understanding of innovation and capital expenditure processes in business.

Battery electric vehicles (BEVs) are living up to their claims as consumers choose them more frequently. The increasing demand for sustainable vehicles translates into the global need for specific components, materials, and infrastructures and drives the regulatory frameworks in each country. While BEVs offer environmental benefits and global business opportunities, the technology has not yet gained mainstream acceptance. Thus, this work aims to investigate the characteristics of BEV users and their role in the diffusion of products to larger segments, as this may vary from country to country. For this purpose, a survey based on the Unified Theory of Acceptance and Use of Technology 2 (UTAUT-2) (Venkatesh et al., 2012) framework and structural equation modeling (SmartPLS) was adopted. The results indicated that, except for the constructs of effort expectancy (EE) and social influence (SI), the predictors in the model performed well in this context. Current users are satisfied with their vehicles and are supportive of BEVs in the future. The analysis also revealed that in addition to the availability of financial resources, early adopters are attracted by new technologies in a way that leads them to make decisions outside of the traditional influence of the other members of society. It is suggested to leverage the perceived benefits of status, differentiation, or uniqueness motives, to appeal to those seeking to appear trendy and tech-savvy in society. Companies and policymakers should acknowledge the peculiarities of early customers in their communication strategies to reach a wider audience around the globe and encourage the adoption of BEV technology.

Housing is a fundamental need for all humans. A roof over our heads can provide safety, warmth and stability. Once we have this stability, our physical and mental health is more likely to be managed effectively. However, housing, or indeed a roof, is not something everyone has the privilege of experiencing. Housing policy across the globe is dominated by capitalistic thinking: the profit becomes the priority. Those marginalised, traumatised and stigmatised suffer the most, many having to access inadequate homeless shelters, still more sleeping on our cold streets. Current service provision favours the middle class. In these circumstances ill-health manifests, responses are often inadequate, yet some innovations develop. Housing First seeks to reach into the homeless population and provide housing to those most entrenched, while Safetynet seeks to provide health-related services to those homeless and experiencing other related problems. Both interventions understand the role peers can play in providing these services.