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The purpose of this paper is to defend the appropriateness of a global governance framework for the transnational pharmaceutical corporations (TNPCs) as a way to tackle the problems resulting out of a non‐implementation or violation of the “right to health” by a lack of accessibility of vital medicines in developing countries, and control the risks of the TNPCs themselves and to provide for more accountability and trust on their part. The aim is to show that such a framework can prepare the ground for a win‐win‐situation for all stakeholders and for a sustainable combination of interests in profits, human rights, especially the “right to health”, and human welfare.

This is a conceptual paper on the basis of step‐by‐step analytical and interdiscinplinary approach that requires to pick up arguments from economics, business ethics, law, political science as well as aspects of the human rights and the health governance discourse. A broad spectrum of literature and various information sources are referred to: scientific articles and monographs, newspaper and magazine articles, internet sources and information provided by the corporations themselves and by NGOs (non‐governmental organizations), as well as recent academic and institutional publications. Desk research is the underlying technique to analyze the sources in a heuristic and interpretative way. For a better understanding, first the complexity of the implementation of “the right to health” and the role of different actors will be outlined and second, advantages, positive impacts and deficits of existing health‐related CSR (corporate social responsibility) and multistakeholder initiatives by the TNPCs will be pointed out. This is to prepare a ground for arguing in favor of a global governance framework for the TNPCs and to underline the existence of external and internal drivers for the TNPCs to adhere to a global governance framework.

Especially in developing countries the “right to health” is poorly implemented. TNPCs could contribute to improvements and partly already do so. Yet, the existing approaches are deficitary, insufficient and not sustainable. The problem calls for more accountability in regard to the access to vital medicines. A global governance frameworks for the TNPCs would pose a win‐win‐opportunity: While the TNPCs can benefit from more accountability, precisely defined responsibilities as well as efficiency by constructive, strategic partnerships on a stable level‐playing‐field and a legitimized conduct, their stakeholders benefit from an improved accessibility to vital medicines and an enhanced implementation of the “right to health”.

The paper contributes to the ongoing debate on how to improve the implementation of “right to health” by improving the accessibility of vital medicines, especially in developing (and emerging) countries. It proposes new modes of CSR‐based conduct and partnerships of the TNPCs and a framework of global governance that are urgently required to tackle with a long‐term perspective the problems and threats that pandemics pose on a global scale and to cut down risks for the TNPCs while also widening their markets.

The purpose of this paper is to present a case study of the World Health Organization’s Global Healthcare Workforce Alliance (GHWA). Based on a commissioned evaluation of GHWA, it applies network theory and key concepts from systems thinking to explore network emergence, effectiveness, and evolution to over a ten-year period. The research was designed to provide high-level strategic guidance for further evolution of global governance in human resources for health (HRH).

Methods included a review of published literature on HRH governance and current practice in the field and an in-depth case study whose main data sources were relevant GHWA background documents and key informant interviews with GHWA leaders, staff, and stakeholders. Sampling was purposive and at a senior level, focusing on board members, executive directors, funders, and academics. Data were analyzed thematically with reference to systems theory and Shiffman’s theory of network development.

Five key lessons emerged: effective management and leadership are critical; networks need to balance “tight” and “loose” approaches to their structure and processes; an active communication strategy is key to create and maintain support; the goals, priorities, and membership must be carefully focused; and the network needs to support shared measurement of progress on agreed-upon goals. Shiffman’s middle-range network theory is a useful tool when guided by the principles of complex systems that illuminate dynamic situations and shifting interests as global alliances evolve.

This study was implemented at the end of the ten-year funding cycle. A more continuous evaluation throughout the term would have provided richer understanding of issues. Experience and perspectives at the country level were not assessed.

Design and management of large, complex networks requires ongoing attention to key issues like leadership, and flexible structures and processes to accommodate the dynamic reality of these networks.

This case study builds on growing interest in the role of networks to foster large-scale change. The particular value rests on the longitudinal perspective on the evolution of a large, complex global network, and the use of theory to guide understanding.

Global health challenges and threats could be confronted by collaborative efforts of international community. Governance for global health is a set of formal and informal processes, operating beyond state boundaries, and refers to institutions and mechanisms established at the national, regional and international levels. Nordic countries demonstrated a long-standing commitment to development assistance for health (DAH), and more recently to governance for global health. Governance for global health tools could be used effectively to achieve collective solutions for the maintenance and promotion of health as a common good, could ensure accountability and transparency, and reconcile the interests of different actors on the international and national levels. The aim of this paper is to provide an overview of tools and approaches in support of eight sub-functions of governance for global health applied by the Nordic countries. This will help international audience to compare those mechanisms with similar mechanisms that are available or planned in their countries and regions, and may benefit policy scholars and practitioners.

This study uses qualitative review of research literature, policy documents and information available from institutional websites related to the governance of global health in four Nordic countries. In total, 50 selected publications were analyzed using framework synthesis, mapping all findings to 8 dimensions (sub-functions) of governance for global health and related tools.

Review reveals which tools are available, how they have been applied by the Nordic countries and influenced all domains (sub-functions) of governance for global health at different levels: national governments, agencies and networks; bilateral and multilateral partnerships; inter-governmental institutions and international health-related organizations. Common trends and approaches in governance for global health have been formulated.

This study is unique in relation to the prior literature as it looks at the role of Nordic countries in the governance for global health system through the lens of tools applied in support to its sub-functions.

This study identifies measures to recover economic growth and build sustainable societies and markets in post-COVID-19 scenarios – with a perspective of resilience and adaptability to climate change and massive biodiversity loss. Additionally, this study uncovers the interventions implemented to address economic, environmental and social consequences of past crises based on a systematic literature review. Specifically, this chapter provides answers to the following six questions:

1. What has been done in the past to rebuild social, economic and environmental balance after global crises?

2. Where (geographical region) did the analysis on measures taken concentrate?

3. When have scholars analysed past measures to rebuild business and society after a global crisis?

4. How did the past measures to rebuild business and society after the global crisis take place?

5. Who promotes the measures to rebuild business and society after a global crisis takes place?

6. Why is it important to study the previous literature on past measures to rebuild business and society after a global crisis takes place?

What has been done in the past to rebuild social, economic and environmental balance after global crises?

Where (geographical region) did the analysis on measures taken concentrate?

When have scholars analysed past measures to rebuild business and society after a global crisis?

How did the past measures to rebuild business and society after the global crisis take place?

Who promotes the measures to rebuild business and society after a global crisis takes place?

Why is it important to study the previous literature on past measures to rebuild business and society after a global crisis takes place?

Finally, this chapter identifies future research opportunities to rebuild business and society after the past global crises.

Academic health centres (AHCs) are organisations that pursue a “tripartite” mission to deliver high-quality care to patients, undertake clinical and laboratory research, and train future health professionals. The last decade has seen a global spread of AHC models and a growing interest in the role of AHCs in addressing health system equity. The purpose of this paper is to synthesise and critically appraise the evidence on the role of AHCs in improving health equity.

Peer-reviewed and grey literature published in English between 2000 and 2016 were searched. Articles that identified AHCs as the primary unit of analysis and that also addressed health equity concepts in relation to the AHC’s activity or role were included.

In total, 103 publications met the inclusion criteria of which 80 per cent were expert opinion. Eight descriptive themes were identified through which health equity concepts in relation to AHCs were characterised, described and operationalised: population health, addressing health disparities, social determinants of health, community engagement, global health, health system reform, value-based and accountable financing models, and role clarification/recalibration. There was consensus that AHCs can and should address health disparities, but there is a lack of empirical evidence to show that AHCs have a capacity to contribute to health equity goals or are demonstrating this contribution.

This review highlights the relevance of health equity concepts in discussions about the role and missions of AHCs. Future research should improve the quality of the evidence base by empirically examining health equity strategies and interventions of AHCs in multiple countries and contexts.

The purpose of this paper is to establish the feasibility and benefits of forming a cross‐industry corporate sustainability association, Corporate 21, comprised of leading reputable corporations around the world.

Such an association would require an even reporting structure and a formal sustainability agenda – Corporate Agenda 21. In determining the latter, this paper drew initiatives from 12 current cross‐industry corporate social responsibility (CSR) reports; inclusion is based on repeated findings and potential global application of initiative.

It is debated that such an association would serve to further strengthen the role of business in the modern sustainability and CSR movement, insofar as it would offer increased cross‐industry collaboration through a collective plan of action in the field.

The paper would benefit from a broader range of CSR report analysis, including all reports from leading corporations in fields of CSR, sustainability and innovation. A subsequent study should also develop a benchmarking system for all Corporate Agenda 21 initiatives.

A unified sustainability blueprint and shared cross‐industry CSR collaboration would provide the most beneficial plan of action for business by working: first, reverse the image “corporate” has globally; second, offer money‐saving solutions and healthy profit attainment at the heart of its programs; third, allow companies to supersede inevitable governmentally imposed environmental and social regulations; fourth, create inter‐company synergy through effective global intent; provide member corporations with a competitive market advantage; and finally, foster an innovative business environment.

Such an association would provide a new forum from which business would have increased understanding and greater leverage in social and environmental responsibility and innovation.

This paper aims to show through empirical examples how five foresight methods have provided value in medicine and global health, and to argue for greater use of health foresight.

Through evaluation, literature search, and personal experiences, five approaches were identified where health foresight has shown strong value: forecasting, scenario planning, Delphi, technology roadmapping, and mass collaboration. For each approach, compelling examples are given, and usage and potential discussed.

There is great opportunity to learn from and expand on past successes, and to customize foresight methods to help decision making in medicine and global health. The range of novel applications to date provides clear evidence that applying foresight methods to health can help prepare for the future, including development of policy and health interventions.

Metrics for the impact of health foresight are not widely used, and could be a focus of future research.

By seeing compelling examples of diverse foresight methods in medicine and global health, readers will be better equipped to improve health systems and interventions, and prepare for future public health incidents.

The paper brings together discussion of a range of health foresight success stories, and suggests potential customizations of foresight for the health field. Readers who are health professionals or involved in making policy for health systems will gain a toolbox for creative planning. Readers who are foresight professionals will gain a better understanding of which foresight methods have shown value in medicine and global health, and potential refinement of foresight techniques for health applications.

There is growing awareness that global public health problems are so complex, and require such major resources, that neither states nor other stakeholders can tackle them and achieve the millennium development goals (MDGs) on their own. This paper aims to examine the relevance of the MDGs to the pharmaceutical sector and summarizes the industry's contributions to helping achieve the MDGs in the context of its business goals.

The paper reviews the MDGs for which industry has made significant contributions, particularly goal 4: reduce child mortality; goal 5: improve maternal health; goal 6: combat HIV/AIDS, malaria and other diseases; and goal 8: develop a global partnership for development. The paper focuses on two public‐private partnerships (PPPs) in particular – the Merck MECTIZAN^® Donation Program, for the elimination of river blindness as a public health problem, and the African Comprehensive HIV/AIDS Partnerships to address the HIV/AIDS epidemic in Botswana – and outlines some lessons learned. The paper also offers some considerations for PPPs to contribute further to public health and the MDGS in the future.

The pharmaceutical industry has made some major contributions to addressing public health challenges. Along the way, companies such as Merck & Co., Inc. (Whitehouse Station, New Jersey; Merck operates in most countries outside the USA as Merck Sharp & Dohme) have learned useful lessons that can be shared to inform the approach and practices of other PPPs in global health.

Relatively few overviews document the industry's contributions to public health, especially in relation to the MDGs. This paper provides a first step to fill that gap at a time when interest in PPPs is increasing.

As corporate operations are increasingly internationalized and as goods are sold in a growing number of locations, companies become responsible to new and diverse communities. This essay identifies the emergence of some new strategies of global strategic community relations among US-based multinationals through a case study of Avon Products Inc. It argues that new approaches have emerged from an increased recognition among corporate executives of the need to forge ethical relations with their various constituents, in conjunction with management pressure to make community relations programs an integral component of corporate business strategy. Through a historical, contextual analysis of the Avon World Wide Fund for Women's Health and the Avon Running Global Women's Circuit - an international series of women-only 10K runs and 5K walks - the essay explores the particular valence of offering opportunities for women to participate in sport as a form of global strategic community relations. Further, it seeks to identify the ethical and political commitments enabled and constrained by such programs.