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The purpose of this paper is to provide a systematic comparison of the level of business diversification in China and eight other large economies for the 2001‐2005 period. The reasons why publicly listed Chinese firms are more diversified than companies elsewhere are investigated.

Data were collected on the number of business segments in which publicly traded companies operate from the Thomson One Banker database and analyzed using non‐parametric tests and regression analysis.

The mean number of business segments per firm varies significantly by country. Notably, there is no evidence in the authors' sample that emerging‐market companies are systematically more diversified than their developed‐market counterparts. In most countries, firms have become less diversified over time. However, there is no such trend in China. The level of diversification of Chinese enterprises does not vary over the authors' study period (2001‐2005), making Chinese firms the most diversified in the sample by 2005. China's growth rate does not seem to explain the higher level of firm diversification. However, the authors find that Chinese state‐owned enterprises (SOEs) diversify their operations more aggressively than other Chinese firms.

Ownership data and business group affiliations were not available for all firms in the sample, making it difficult to control for these effects across economies. The study's findings are limited to publicly traded firms.

Government involvement in SOEs may be contributing to a divergence in the pattern of business diversification between China and other economies.

This paper quantifies anecdotal evidence that Chinese firms are more diversified than similar firms in other countries.

This paper aims to clarify the factors that affect the formation of organizational human capital competitive advantage (OHCCA) and construct its structural dimensions.

This research method adopted grounded theory using 20 interviews of managers from 10 companies. Relevant literature was reviewed to conduct open coding, Axial coding and selective coding to ensure OHCCA concept and dimensions.

Studies have shown that OHCCA formation of results from investment and collaboration of three levels: organization, teams and departments and employees. OHCCA formation is composed of three dimensions of organizational human capital investment: planning, practice and stock.

This research enriches the organizational human capital and competitive advantage theories.

The practical significance is to provide theoretical and practical guidance for organizations in creating OHCCAs.

This research is the first to propose and define the OHCCA concept and construct a three-dimensional structure model. Furthermore, this research has revealed the leading factors that affect OHCCA's formation process.

This chapter examines the significance of green innovation and technologies for sustainable business in Asia, focussing on the issues and challenges confronted by contemporary sustainable business models. The concept of sustainable development is introduced, which seeks to minimize negative impacts on ecosystems and preserve the environment for future generations. This chapter's methodology entails a comprehensive review of existing literature and research on green innovation, green technology, and sustainable business models in Asia. The expansion of ‘green’ energy is directly proportional to the global demand for energy resources. Understanding how green innovation influences a company's capacity for sustainable development is essential for identifying the factors that influence sustainable business models and their economic consequences. Green innovation practices encompass a variety of factors, including government regulations, preferences, supplier competence, and consumer concerns. Green technologies, such as green human resource management (HRM) practices and green innovation practices, play a crucial role in attaining sustainable development by conserving energy, protecting the environment, and enhancing business efficiency. Businesses that adopt green innovation acquire a competitive edge and enhance their performance. This chapter emphasizes the importance of green innovation research and application for business stability in Asia, where sustainability and green concepts are acquiring momentum. Customer, government, and societal pressures further emphasize the significance of green innovation in businesses. For the success of ecological innovation practices, collaboration and knowledge-sharing among various stakeholders are crucial. The adoption of green innovation practices is influenced by external environmental impacts, stakeholder pressure, and organizational support. Green technology innovation, which concentrates on resource conservation, energy efficiency, and environmental protection, is crucial to the sustainability of a business. This chapter concludes by emphasizing the importance of business sustainability in achieving environmental and economic goals and assuring sustainable corporate development. Long-term success requires an understanding of the process of value creation, delivery, and capture within sustainable business models.