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Coopetition (simultaneous cooperation and competition of actors) is still a relatively new concept in business, management, and tourism. However, several coopetition studies have focused on tourism and tourism destinations. Also, compilation literature reviews of tourism and tourism destinations have been published (Rusko, 2018). This chapter focuses on underlying coopetition networks of tourism and specifically of tourism destinations. Because of the typical features of tourism destinations, multifaceted connections in competition and cooperation – and coopetition – are present in everyday business and activities among actors of the destination. These coopetitive relationships cover several levels, they are present in micro, meso, macro, and meta level interplay of tourism destination. Furthermore, the analysis shows that several studies about coopetitive networks in tourism destinations do not use terms “macro” or “meta” though these seem to be the main levels of the studies. This only reveals the fertile dimensions of coopetitive networks in tourism. These various relationships form coopetitive networks that represent several dimensions and levels of actors, competition, cooperation, and coopetition. This chapter introduces these multifaceted perspectives of coopetition networks, which have been described in the contemporary literature about tourism and tourism destination.

The changing roles of the United Nations (UN) and national institutions have made addressing climate change a critical concern for many multinational enterprises’ (MNEs) survival and growth. This chapter discusses how such institutions, which vary in their nature and characteristics, shape firm strategies for climate change adaptation. Exploring different versions of institutional theory, the chapter demonstrates how and why institutional characteristics affect typical patterns of firm ownership, governance, and capabilities. These, in turn, influence companies’ internationalisation and climate-change strategies. Climate change poses challenges to how we understand firms’ strategic decisions from both an international business (IB) (HQ–subsidiary relations) and global value chains (GVC) (buyer–supplier relations) perspective. However, climate change also provides opportunities for companies to gain competitive advantages – if firms can reconfigure and adapt faster than their competitors. Existing IB and GVC research tends to downplay the importance of climate change strategies and the ways in which coherent or dysfunctional institutions affect firms’ reconfiguration and adaptation strategies in a globally dispersed network of value creation. This chapter presents a perspective on the institutional conditions that affect firms’ climate change strategies regarding ownership, location, and internalisation (OLI), and GVCs, with ‘investment’ and ‘emerging standards’ playing a significant role. The authors illustrate the discussion using several examples from the Global South (i.e. Bangladesh) and the Global North (i.e. Denmark, Sweden, and Germany) with a special emphasis on the garment industry. The aim is to encourage future research to examine how a ‘business systems’, or varieties of capitalism, institutional perspective can complement the analysis of sustainability and climate change strategies in IB and GVC studies.

The study discusses the professionalization of academic leadership in Israel by analyzing and comparing two different training programs: the Hebrew University of Jerusalem’s (HUJI) program and the CHE-Rothschild program. The HUJI program began in 2016 to train the professoriate to take charge of leadership positions alongside a separate program for administrative staff, while the CHE-Rothschild program was launched in 2019 to train academic leaders, both professors and administrators from universities and colleges nationwide. The analysis reveals two “ideal types” of collegiality: While Model A (exemplified by the HUJI program) bifurcates between the professoriate and administrative staff, Model B (exemplified by the CHE-Rothschild program) binds administrative and academic staff members through course composition, pedagogy, and content. The study suggests a pattern of redefinition of collegiality in academia: we find that while academic hierarchies are maintained (between academic faculty and administrative staff and between universities and colleges), collegiality in academia is being redefined as extending beyond the boundaries of the professoriate and emphasizing a partnership approach to collegial ties.

Introduction: This study investigates the COVID-19 pandemic’s effects on the sustainability of the supply chain. It investigates how modern supply networks and procedures were equipped for such a catastrophe, and the pandemic’s effects on the environment, highlighting the significance of studying resilience and sustainability concurrently.

Purpose: The study acknowledges the importance of environmental sustainability for businesses and the need to examine trends in organisational, customer, policy, and distribution networks.

Need for the Study: The COVID-19 pandemic has significantly impacted supply chains. This study aims to provide insight into the long-term repercussions of the crisis and the importance of incorporating environmental considerations.

Methodology: The study uses a mixed-methods approach to evaluate the effects of the COVID-19 pandemic on supply networks and environmental sustainability indices. Data from industry reports, governmental publications, polls, and qualitative research techniques have been gathered.

Findings: The results of this study advance our understanding of how to preserve supply chains in the wake of the COVID-19 pandemic. It highlights the need for enhanced resilience and sustainability measures, expose the flaws and weaknesses of contemporary supply networks, and uncover developing patterns and tactics in customer behaviour, policy frameworks, distribution networks, and supply chain management.

Practical Implications: The COVID-19 pandemic has provided businesses, decision makers, and researchers with guidance on handling its potential and challenges – increasing the supply chain’s resistance to future interruptions, incorporating environmentally friendly practises, developing policies to support resilient and sustainable supply chains, adapting to changing consumer tastes, increasing effectiveness, and minimising the environmental impact of distribution networks.

Drawing on managerial innovation model proposed by Abrahamson (1991), this chapter tries to gain a better understanding of how the UN SDGs have impacted the practice of sustainability reporting of Spanish public universities. Data were collected from a variety of sources, such as: several email structured interviews with university managers, an examination of the Chancellor letters of sustainability reports of Spanish public universities, a detailed reading of some sustainability reports and a consultation of the website of each Spanish public university. The findings reveal that there has been an increasing number of Spanish public universities that have started to publish stand-alone sustainability reporting since the appearance of the UN SDGs. According to Abrahamson's framework, our findings reveal that governmental-policy forces have shaped the sustainability reporting landscape in the Spanish public university setting, and their behaviour is mostly explained by the forced-selection and fad/fashion perspectives.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e., shared values regarding safety management, is considered a key driver of high-quality, safe healthcare delivery. However, changing organizational culture so that it emphasizes and promotes safety is often an elusive goal. The Safe Surgery Checklist is an innovative tool for improving safety culture and surgical care safety, but evidence about Safe Surgery Checklist effectiveness is mixed. We examined the relationship between changes in management practices and changes in perceived safety culture during implementation of safe surgery checklists. Using a pre-posttest design and survey methods, we evaluated Safe Surgery Checklist implementation in a national sample of 42 general acute care hospitals in a leading hospital network. We measured perceived management practices among managers (n = 99) using the World Management Survey. We measured perceived preoperative safety and safety culture among clinical operating room personnel (N = 2,380 (2016); N = 1,433 (2017)) using the Safe Surgical Practice Survey. We collected data in two consecutive years. Multivariable linear regression analysis demonstrated a significant relationship between changes in management practices and overall safety culture and perceived teamwork following Safe Surgery Checklist implementation.

The purpose of this research study was to examine the role of Social Networking Technologies (SNT) in developing Public Services Supply Chain (PSSC) during COVID-19 pandemic. Due to lack of sufficient support from corporations and non-government groups, citizens in developing democracies were dependent upon their governments for the delivery of vital public services. During the COVID-19 epidemic, a number of organisations attempted to assist governments in managing the supply of public services. However, organisations often lacked a thorough grasp of how to cultivate social ties for the delivery of efficient and effective public services for citizens. In this research work, to study the delivery of efficient and effective public services to citizens, the authors have proposed a social network viewpoint. This was at a ‘meso-level’ lens so as to examine the intersection between organisational SNT and PSSC. According to the qualitative study conducted in this research work, it became evident that organisational social ties could play a significant role in facilitating homophilic and heterophilic ties. This was specially so for the distribution of public services in pandemic situation like COVID-19. However, the research study findings also found out that these network forces were highly dynamic and dependent upon a set of factors. These factors included tie frequency, the sequencing of interaction with social ties and the prevailing norms. This research study enriched the understanding regarding the role of SNT. This was in the context of developing PSSC during critical crisis situations such as prevalent during COVID-19 pandemic. This research study offered a better understanding of social ties and motivational factors in the social networking environment. The social ties were analysed based on the contact incidents of six participants focusing on the PSSC during the COVID-19. Future research studies could consider a diverse set of participants in complex global PSSC consisting of multiple constraints. Furthermore, this research study had practical implications for managers. The study revealed that homophilic social ties were more supportive as compared to the sequence of interactions starting with heterophilic ties. Therefore, managers needed to develop better PSSC especially as compared to unrelated institutions.

Multinational enterprises (MNEs) own and control technological resources and capabilities that make them critical actors in accelerating the transition toward net zero. Even beyond the energy sector, stakeholders are putting increasing pressure on MNEs to reduce the carbon intensity of their operations, that is, to improve their carbon performance. While there is unambiguous evidence that national climate policy is a critical catalyst for long-term carbon performance improvements, there is limited research on how MNEs’ carbon strategies react to climate policies. This chapter reviews the concepts, drivers, and strategies connected to carbon performance in the broader sustainability and management literature to clarify potential complementarities to international business (IB). The authors then highlight how MNEs will face increasing institutional complexity along two dimensions: (1) the structural diversity of institutional environments and (2) institutional dynamism, primarily reflected by public policy. The proposed conceptual framework maps these two dimensions to national and subnational levels, and the authors present two data sources that allow the quantitative analysis of country differences in the diversity and dynamism of national climate policy. The authors conclude that there are ample opportunities for IB researchers to explore MNEs’ strategic reactions to climate policy and to inform policymakers about the consequences of national climate policy in the global economy.

Alain Verbeke is one of the world’s leading thinkers on international business (IB) and globalization, a renowned scholar and educator who contributes to creating a better global business environment by addressing some of today’s most critical challenges. He was one of the first scholars to advance a theoretically rigorous and practically significant perspective on international corporate social responsibility (CSR). Verbeke’s work on international CSR is particularly impactful because it is rooted in IB theory and based on a realistic set of assumptions about the behavior of managers, policymakers, and other market and nonmarket stakeholders. In this chapter, the authors apply theoretical principles central to Verbeke’s research – most notably behavioral assumptions of bounded rationality and bounded reliability – to analyze businesses’ and societies’ pace of progress in relation to stated environmental, social, and governance (ESG) goals. The authors argue that bounded rationality and reliability challenges create misalignment between stated/imposed commitments toward ESG performance, and economic actors’ ability to deliver on these commitments. The authors discuss examples of such misalignment, focusing on tensions among stakeholders, between stakeholder organizations and firms, and within firms. The authors propose that to be relevant for policy and practice, the sustainability research should be based on realistic microfoundational assumptions.