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The purpose of this study is to explore the indigenous business incubators with special emphasis on the Kente weaving industry. The study highlights the formation, incubation, challenges, opportunities and strategies for success based on the Kente indigenous business model. The Kente subsector is in the clothing industry and accommodates small and medium-sized enterprises (SMEs) in Ghana. The study adopts a qualitative and descriptive case study design with five SME Kente shop owners as respondents. Findings reveal that some owners inherited their business, whilst others established them themselves. Owners incubate their business via shared services, ad hoc business advice, financial management, family support, employee relationship management and prayers. The challenges often encountered were inadequate financial backing, lack of government support and business competition. The opportunities harnessed were technology, growing market demand and innovation.

Finally, in respect of the knowledge of Kente weaving, it was found that the weavers learnt from their elders that weaving is the skill of a spider, a prestige to Asantes. The chapter concludes that Kente business has the potential to contribute to the socio-economic development of Ghana and Ghanaians. It is recommended that SME owners invest in individual, team and organisational learning and build capacity for technology implementation. The study also provides recommendations for business actors in the textile industry to engage in collaboration with owners of SME Kente businesses to address the challenges.

India generates a massive 9.4 million tonnes of plastic waste annually; out of which approximately 5.6 million tonnes go for recycling and 3.8 million tonnes are left uncollected or leaked from after-use collection systems. Reckless production and consumption of non-biodegradable plastic has serious implications, especially for developing nations where plastic use is predominant for fulfilling needs of increasing population and rapid urbanisation. Despite the harmful impacts of plastic, its desirability is inevitable due to its versatility. For the stringently growing economies, affordable and durable solutions will always be priorities over mindfulness. Imprudent plastic waste has precipitated the ban-change-collect challenge. Options like banning single use plastic (SUP), using alternative bio-benign products and improving waste collection systems are not proactively embraced by businesses and governments. Also, user-awareness and behaviour change for make-use-dispose is not instantaneous and easy. Optimistically, the government, NGOs and industry units have started exhibiting sensitivity to the cause and the emergence of start-ups is decentralising waste management in India. Inclusion of informal waste pickers in the formal waste management system has increased the reach and social impact of start-ups in India, imparting a distinctive and promising twist to the waste management sector. This chapter investigates the plastic waste management scenario in India through extensive literature review. It scrutinises the social aspects associated with the plastic waste management sector and attempts to comprehend connotations of ‘socially responsible plastic’ through semi-structured interviews with service providers in the sector. Thematic analysis was used to analyse interview data. The research indicated the initiation of systemic efforts towards formalisation of the sector. It emphasised the importance of role of waste pickers and their recognition as enablers of the system. Need of an ecosystem approach to nurture start-ups and facilitate better transparency and integration in the waste management system is also illustrated in this research.

Manufacturing companies today are part of a dynamic, globalized system of production and consumption. Globally dividing labor is now the predominant way of organizing business, but it is clear that the resource demands of linear supply chains have created vulnerability and harm in the system and beyond. The authors draw inspiration from ecology to explore the role of manufacturers in the transition from linear to circular supply chains. Borrowing the adaptive cycle model, originally developed to describe dynamic ecological systems, they employ case examples to illustrate the ways that supply chain management is being reimagined in the shift to a circular economy. This conceptualization uses the adaptive cycle to consider the transition from linear to circular supply chains as part of broader systems change, and the opportunities for manufacturers to play a transformative role in shaping a sustainable future.

Climate change has been identified as a pressing social, environmental and economical challenge that has been unequivocally linked to human activity through latest Intergovernmental Panel on Climate Change (IPCC) reports. It is here to stay with us for generations to come and is already causing severe tribulations across the world. As nations devise policies to mitigate to climate change to stay within the 1.5 degrees Celsius target and small island developing states (SIDS) like Mauritius and the developing world in general find means to adapt to its consequences, a core shortcoming highlighted is the lack of community engagement and grassroots action so that policies permeate to concrete action. Of prime importance for this to happen is raising awareness on the climate change phenomenon, which has so far been a topic deemed complex for the general public, hence creating systemic barriers for climate action. The use of artificial intelligence (AI) can play a significant role in designing such community outreach programmes based on outcomes reported in literature in the educational sector in support of Sustainable Development Goal (SDG) 4: Quality Education. There is growing interest for a green lifestyle in the world population, and this chapter shows how the home can be used as a basic building block for allowing each household to contribute to climate action, while offering an effective case study to raise awareness on climate change through practical examples and demonstration, in support for SDG 11: Sustainable Cities and Communities. Based on an energy-water-materials nexus, the circular home concept is a clear contribution to SDG 13: Climate Action, with huge potential to use AI techniques and underpinning technologies to implement and optimise the efficacy of the proposed measures.

Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes.

This case juxtaposes the company’s core values of gender equality, sustainability and inclusivity, with the financial pressures of expanding global operations in COVID-19 times.

This case illustrates the founding and growth of i-did in the broader context of the global circular textile industry. Being the first company that reclaims value of discarded textiles by making design products out of felt, the dilemma is on how i-did can create a blueprint for sustainable leadership in a scalable (financial) business case.

The learning outcomes of this case are as follows: to understand the concepts of circular economy and social impact and how they can be translated to business; to apply their knowledge of strategy and entrepreneurship for sustainable business innovation; to be able to analyze a company according to the Sustainable Development Goals, specifically around gender issues, inclusivity and diversity; to evaluate opportunities for multiple value creation in business; and to have the knowledge and capacity to create a circular business with the help of the Business Model Template.

This case engages students in critically reflecting on sustainability concepts in relation to i-did (theoretical value) and applying novel business model innovation tools to a real-world enterprise (practical value). The students get the chance to explore the ethical challenges the two entrepreneurial leaders face between short-term economic gains (or maybe even survival) and their core values of (gender) inclusivity, circularity and diversity.

Teaching notes and a summarizing two-pager are available for educators.

CSS 3: Entrepreneurship.

This paper aims to review some of the academic literature on the circular economy, natural capital and resilience by tourism and hospitality scholars and to examine how a number of companies and industry bodies within the tourism and hospitality industry have used these concepts in their business operations and development plans.

The paper outlines the importance of sustainability to the tourism and hospitality industry and provides definitions of the concepts of the circular economy, natural capital and resilience. The paper reviews some of the academic literature on these concepts, explores how a number of companies and industry bodies within the tourism and hospitality industry have used them in their business and planning operations and identifies a number of future directions for academic research and managerial contributions.

The concepts illuminate a range of sustainability challenges and opportunities, and some companies use these concepts in their sustainability strategies and development planning. The current depth of theoretical understanding does not lend itself to management strategies, but one fruitful avenue is to explore how information systems can be better deployed to support these concepts and sustainability management in general.

The paper provides an accessible exploratory review of how academics and companies are focussing on the concepts of the circular economy, natural capital and resilience in the tourism and hospitality industry. As such, it will be of interest to academics, students and practitioners interested in the hospitality industry.

The purpose of this paper is to present historical research on marketing practices in department stores of the 1880-1930 period using primary source records from Australia.

The paper draws from primary records including retail trade journals, mass circulation newspapers, and other contemporary sources, but mainly from the archives of The Master Retailers' Association (MRA). The MRA was the dominant industry employers' organisation in Australia, and possibly the first retail association of its kind in the Western world. Secondary sources have also been used to supplement the primary records, and to provide context, and cross-cultural comparisons.

The findings demonstrate the antecedents of a range of marketing practices that today we presume are modern, including sales promotion, trade promotion, direct mail, destination retailing, advertising, and consumer segmentation. This supports other scholars' research into marketing's long history.

This paper contributes original knowledge to the neglected field of Australian marketing history and connects the pioneering practices of retailers to the broader field of marketing. While some outstanding retail histories exist for the USA, UK, and France, the Australian story has remained largely uncovered.

Swapping as part of collaborative consumption is not a new phenomenon per se, but might gain increased importance after the recent COVID-19 pandemic that has seen a shift in consumer attitudes, consumption, and disposal behaviour. Swapping as one form of collaborative consumption, however, is currently neither mainstream nor target towards the general population, but rather a niche population (secondhand consumers). With sustainable issues (environmental, economic, and social) remaining a key concern, and consumers seeking to dispose of their garments, swapping might become an increasingly attractive alternative, yet currently it may not be communicated as such. This chapter explores the potential of creative marketing communications to enhance the uptake of swapping in order to overcome a key challenge in the industry: fashion waste.