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Contemporary organisations are data-driven with sophisticated and strong Information Technology (IT) supporting the Business Intelligence (BI) systems. Due to the Industrial Revolution 4.0, businesses are subjected to volatility, uncertainty, complexity, and ambiguity (VUCA). The accuracy and agility of decision making (DM) play a key role in the success of contemporary organisations. Traditional methods of DM, i.e. based on tacit knowledge, are no longer relevant in the constantly altering business scenarios. Innovations in the IT domain have accomplished systems to gather and process business data at an exponential speed. Context-driven analytics along with computation capability and performance-driven visualisation have become an implicit need for businesses. BI systems offer the capabilities of data-driven DM simultaneously allowing organisations to predict the future business scenarios. Qualitative research is conducted in this chapter. In the research, interviews, questionnaires, and secondary data from previous research are used as data source. Case studies are discussed to clarify the business use cases of BI systems and their impact on managerial DM. Theoretical foundations are stated basis a thorough literature review of the available body of knowledge. The current environment demands data-driven DM in an organisation at all levels, i.e. strategic, tactical, and operational. Heterogeneous data sources add unlimited value to the decision support systems (DSSs). The BI systems have become an integral part of the technology landscape and an essential element in managerial DM. Contemporary businesses have deployed BI systems in all the functions.

Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is perceived among practitioners.

Need for the Study: According to previous research, the International Integrated Reporting Council’s (IIRC) objective of improving corporate reporting by encouraging organisations to disclose their business model has not found the desired recognition. Therefore, the study elaborates on the various components of business model reporting and their implications on corporate reporting in general.

Methodology: A review of literature was conducted to identify and analyse research based on business models and their disclosures in integrated reporting. A narrative review was undertaken for selected literature.

Findings: The findings suggest that most large-sized organisations use integrated reporting for impression management and are not inclined to disclose too much about their business models for fear of competition. There is still a lack of clear understanding of what a business model should entail.

Practical Implication: This study adds to the research on business model disclosures in integrated reporting. Voluntary disclosure and a better understanding of such disclosures will prepare organisations of all sizes and industries for an event when Integrated Reporting becomes statutory.

Digitalization and marketing technologies have made it possible to overcome some barriers to pricing – a multidisciplinary field between marketing, finance and IT – and have set the stage for a paradigm shift in the pricing profession. Value creation, the pricing process, and price communication have been transformed by innovative business models and advanced algorithmic and human–machine solutions. This chapter synthesizes the literature to date and provides a comprehensive framework for an all-encompassing 360° pricing approach that broadens the understanding of pricing in the context of digital business across all steps of the price management process. Starting from product attributes and motivational beliefs in consumers' value assessment and adoption of (technological or digital) products or services, new business models and pricing models emerge in the digital economy, human–machine solutions for price implementation and repricing are increasingly applied, and price search and communication take place through a variety of digital communication channels. Each stage of this framework discusses concrete examples, highlighting the freemium strategy, the subscription model, price tracking and repricing tools, and digital price information channels such as e-commerce, marketplace, or price comparison platforms. The implications for price management in a digital, technology-driven landscape are discussed from the executive level to the analyst level.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

This chapter analyzes the efficiency levels of a circular economy (CE) with an emphasis on transaction costs. It examines the governance aspect of CE activities in comparison to the predominant linear value creation. Extant CE research in business studies tends to be descriptive and lacks a theoretical foundation, particularly in understanding CE management. Transaction cost theory explains efficiency in economic organizing, lending itself to the study of arrangements that maximize resource efficiency at continued economic virtue. The conceptualization proposes that CE transaction costs are greater than those within the linear economy (LE), primarily due to the uncertainties about reciprocal dependencies, looping material complexities, exchanging novel information, and increased contracting efforts. Geographically bounded and institutionally homogeneous CE initiatives may curb these rising costs. By bringing efficiency concerns into CE analysis, the chapter demonstrates the applicability of transaction cost theory and highlights CE relevance to international business by pointing out spatial choice implications.

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.

Open data are characterized by a number of economic, environmental, technological, innovative, and social benefits. They are seen as a significant contributor to the city’s transformation into smart city. This is all the more so when the society is on the border of Society 5.0, that is, shift from the information society to a super smart society or society of imagination takes place. However, the question constantly asked by open data experts is, what are the key factors to be met and satisfied in order to achieve promised benefits? The current trend of openness suggests that the principle of openness should be followed not only by data but also research, education, software, standard, hardware, etc., it should become a philosophy to be followed at different levels, in different domains. This should ensure greater transparency, eliminating inequalities, promoting, and achieving sustainable development goals (SDGs). Therefore, many agendas (sustainable development strategies, action plans) now have openness as a prerequisite. This chapter deals with concepts of open (government) data and Society 5.0 pointing to their common objectives, providing some success stories of open data use in smart cities or transformation of cities toward smart cities, mapping them to the features of the Society 5.0. We believe that this trend develops a new form of society, which we refer to as “open data-driven society.” It forms a bridge from Society 4.0 to Society 5.0. This chapter attempts to identify the role of openness in promoting human-centric smart society, smart city, and smart living.