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Corporate Social Responsibility, Consumer Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case highlights the challenges that Society for Community Outreach and Training (SCOT) faced to be self-sustained in running the operation. SCOT is one of the non-government organizations (NGOs) in Brunei that aims to eradicate poverty in sustainable and creative ways. The founder of SCOT is Anwar Mohammad, one of the recipients of National Youth Leader in Brunei. The other 18 members of SCOT Board of Directors and Executive Committee also consist of youths who are committed in their mission of alleviating poverty in Brunei. Like many other NGOs, SCOT’s activities depend on fund from public or private organizations. One of the obstacles facing NGOs in Brunei including SCOT is the difficulty in obtaining funds for their projects. To be self-sustained, Anwar came up with a project idea named Xchange Project to encourage people to collect recyclable materials and exchange them for basic commodities. He thought this would help build the habit of recycling among Bruneians as well as help those with low income to have an extra source of income.

Using this case the students will be able to:

• understand the role of NGOs (such as SCOT) in performing corporate social responsibility (CSR);

• understand the challenges that are encountered by the NGOs in obtaining fund;

• understand the role of Green Xchange program to be self-sustained; and

• understand the role of NGOs (such as SCOT) in alleviating poverty level in Brunei.

understand the role of NGOs (such as SCOT) in performing corporate social responsibility (CSR);

understand the challenges that are encountered by the NGOs in obtaining fund;

understand the role of Green Xchange program to be self-sustained; and

understand the role of NGOs (such as SCOT) in alleviating poverty level in Brunei.

This case discusses Bank Islam Brunei Darussalam’s (BIBD) social responsibility initiative. Social marketers are committed to people’s health and well-being; they are not profit-oriented and are seeking a larger market share than commercial marketers. One such example is “Community for Brunei” the Corporate Social Responsibility (CSR) initiative by BIBD. It is an online marketplace designed to help small businesses, highlighting different social and philanthropic causes that are important to Bruneians’ nurturing identity. BIBD assists the country’s small, medium, and micro entrepreneurs to actively and competitively expand their businesses through the Brunei community. It aims to help ease and transform the marketplace for struggling entrepreneurs during the pandemic. The Brunei Community Platform uses technology to bring communities together and provide an online ecosystem with integrated digital payment gateways as part of their efforts to encourage a digital society driven by a cashless economy. Other than a digital marketplace, the Community for Brunei has evolved into a social charitable platform conducting charity drives in collaboration with other non-government organizations as well as a donation platform enabling the community to donate and give back to the nation in difficult times such as the COVID-19 pandemic. As part of BIBD’s overall commitment to maintain the United Nations Sustainable Development Goals, events related to Community for Brunei also guards urban areas to ensure its safety, resilience and sustainability. BIBD’s CSR projects also promotes sustainability in consumption and clean production patterns, and takes urgent action by responding to climate change and its impact. The key takeaways of BIBD’s digital platform Community for Brunei is not only to accept but to fully embrace digitization of today’s businesses to not only continue thriving in this very restricted and scarcely resourced environment but to also open up opportunities to enter their goods and services into the global market. It has also become a community-driven and socially responsible platform providing a place for the society to give back to the community.

Since its inception this publication has been known as M300 and PC Report, a name that is simple and explicit, but not particularly durable. The OCLC M300 workstation is no more. Long live the M310 and the M220 (see page 2). Computer hardware and software is in a permanent state of change and OCLC should be applauded for taking advantage of more powerful equipment such as the Model 310, particularly as the cost per unit of computer muscle continues to decline.

This paper aims to introduce the current-state of the energy grid, to reviews new and enabling peer-to-peer and blockchain-based solutions and to propose a strategic go-to-market framework, populated with energy companies strategically positioned to capture the unique opportunities present across the energy industry.

Hundreds of use-cases worldwide have been reviewed, and 50 worldwide blockchain energy companies and initiatives were included in this study based on the publicly accessible information that indicates their go-to-market strategies. As a result, these initiatives were classified into three main types of go-to-market strategies. Each company and its portfolio of blockchain-based solutions was described under these three categories.

Based on the research conducted in this review paper, it is evident that the adoption of blockchain-based technologies, solutions and services is accelerating at a rapid pace within the global energy industry to meet the needs and challenges that exist within it. Given the companies outlined in this paper, the opportunity to leverage blockchain technology while aligning to a social driver like green energy is perceived to be the most promising go-to-market strategy within this sector.

This study explores the apparent business plans of different blockchain initiatives around the world. Although there are a few other review papers recently published, to the best of the authors’ knowledge, this approach has not been taken in other studies in terms of the categorization of available use-cases.

The purpose of this study is to better understand consumers’ overall perceptions of “being green” in an attempt to address the green attitude–behavior gap.

This study features a qualitative study that uses a projective technique to tap into consumers’ underlying perceptions of those who purchase green products. A follow-up, quantitative study tests the mediation effects of perceived judgment and self-congruity perceptions on the green attitude–behavior gap.

The key finding of the first study suggests that consumers tend to “judge” others based on their degree of greenness. The second study confirmed both perceptions of judgment and self-congruity mediate the relationship between green attitudes and behaviors.

This study explores the elusive green attitude–intention gap with both a qualitative and quantitative approach. Perceived consumer judgment emerges as a new variable to consider in better understanding green consumer behaviors.

The purpose of this article is to investigate the engineering of creative urban regions through knowledge‐based urban development. In recent years city administrators realised the importance of engineering and orchestrating knowledge city formation through visioning and planning for economic, socio‐cultural and physical development. For that purpose a new development paradigm of “knowledge‐based urban development” is formed, and quickly finds implementation ground in many parts of the globe.

The paper reviews the literature and examines global best practice experiences in order to determine how cities are engineering their creative urban regions so as to establish a base for knowledge city formation.

The paper sheds light on the different development approaches for creative urban regions, and concludes with recommendations for urban administrations planning for knowledge‐based development of creative urban regions.

The paper provides invaluable insights and discussion on the vital role of planning for knowledge‐based urban development of creative urban regions.

This case study was built from secondary data such as news articles and videos. Several drafts of the case study with teaching note were tested in classroom settings and shared at a case writing conference. The case was revised based on feedback from students and roundtable discussions from the conference.

“What’s next: Ever Given after the Suez Canal incident (Evergreen Marine Corporation in, 2022)” explores the situation of the firm Evergreen Marine Corporation, a world-leading cargo shipping company headquartered in Taiwan, and its efforts to deal with challenges stemming from a pandemic and the global supply chain transition. The case provides background on the latest changes in global business environments, the Suez Canal Incident stemming from the grounding of Ever Given and firm-specific information, which would help students to understand the context affecting Evergreen Marine Corporation’s (EMC) strategic decisions. The case enables students to evaluate EMC’s overall position and to analyze the actions that they can take to deal with these challenges in a dynamic global environment.

This case would be appropriate for a course in strategy or international business, especially with the topic of international supply chain management.

The study aims to map the links between Industry 4.0 (I-4.0) technologies and circular economy (CE) for sustainable operations and their role to achieving the selected number of sustainable development goals (SDGs).

The study adopts a systematic literature review method to identify 76 primary studies that were published between January 2010 and December 2020. The authors synthesized the existing literature using Scopus database to investigate I-4.0 technologies and CE to select SDGs.

The findings of the study bridge the gap in the literature at the intersection between I-4.0 and sustainable operations in line with the regenerate, share, optimize, loop, virtualize and exchange (ReSOLVE) framework leading to CE practices. Further, the study also depicts the CE practices leading to the select SDGs (“SDG 6: Clean Water and Sanitation,” “SDG 7: Affordable and Clean Energy,” “SDG 9: Industry, Innovation and Infrastructure,” “SDG 12: Responsible Consumption and Production” and “SDG 13: Climate Action”). The study proposes a conceptual framework based on the linkages above, which can help organizations to realign their management practices, thereby achieving specific SDGs.

The originality of the study is substantiated by a unique I-4.0-sustainable operations-CE-SDGs (ISOCES) framework that integrates I-4.0 and CE for sustainable development. The framework is unique, as it is based on an in-depth and systematic review of the literature that maps the links between I-4.0, CE and sustainability.