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To discuss the historical roots of contemporary geopolitical economy, this paper aims to explore the complex and influential analysis of Tilly's formation of European national states as a predominant type of territorial political organization in contemporary world. To do this, Tilly described different eras of dominant organization of warfare in relation to state organization: patrimonialism, brokerage, nationalization, specialization. In this paper, we explore the link between the organization of military power and trade policy. We are trying to answer the question, if it is possible to credibly state a connection between the trade policy types pursued by selected states in specific historical periods and Tilly’s eras of dominant form of organization of warfare. For this purpose, we developed a typology of trade policies of important states throughout the history, using the economic history research of leading experts in the field. Our conclusion is that such a connection – between trade policy and Tilly’s eras of organization of warfare – can be made and that this connection is solidly supported by economic history. Our analysis may be of value for any critical assessment of international trade relations in contemporary geopolitical economy – and of influential cosmopolitan interpretations of the liberal trade regime of 19th century or globalization in 20th century.

Business sustainability urges firms to simultaneously address economic, ecological, and social concerns. It innately combines different potentially competing organizational elements. Therefore, sustainability represents a suitable context for the study and practice of hybridity. Based on an understanding of hybridity as a continuum, in this chapter, the author distinguish between four different forms of hybridity for business sustainability, depending on the degree of integration and autonomy of sustainability initiatives in business organizations. With ceremonial hybridity, businesses only leave the impression to pursue business and sustainability goals but focus their practices on conventional business priorities. Contingent hybridity denotes an approach where ecological and social concerns are only pursued to the extent that they align with business goals. With peripheral hybridity, firms pursue sustainability initiatives in their own right but do not integrate them with core business activities. Full hybridity puts both business as well as sustainability at the core of the organization without emphasizing one over the other. These different forms of hybridity in business sustainability are illustrated with examples from various business organizations. By characterizing different degrees of hybridity in business sustainability, the argument and the examples highlight how organizational hybridity and business sustainability can fruitfully inform one another. The author develop research opportunities for using business sustainability as a context for studying different degrees as well as the dynamics of hybrid organizing and for using different degrees of hybridity for achieving a better understanding of different pathways toward substantive business contributions to sustainable development.

Artists operating under a studio model, such as Andy Warhol, have frequently been described as reducing their work to statements of authorship, indicated by the signature finally affixed to the work. By contrast, luxury goods manufacturers decry as inauthentic and counterfeit the handbags produced during off-shift hours using the same materials and craftsmanship as the authorized goods produced hours earlier. The distinction between authentic and inauthentic often turns on nothing more than a statement of authorship. Intellectual property law purports to value such statements of authenticity, but no statement has value unless it is accepted as valid by its audience, a determination that depends on shared notions of what authenticity means as well as a common understanding of what authenticity designates.

Can market-based regulation based on consumer pressure and ‘independent monitoring’ serve as the basis for transnational corporation regulation? In an increasingly integrated global economy, many scholars and policy makers fear that mobile capital may force a ‘race to the bottom’; can independent non-governmental organizations and ethical consumers provide a counterweight to cost-cutting pressures? This paper compares three of the best known examples of transnational monitoring – the Sullivan Principles in South Africa, the Rugmark social labeling program in India, and the Commission for the Verification of Codes of Conduct's monitoring experiences in the apparel industry of Guatemala – to consider some common features of transnational monitoring.

This chapter examines the key issues around organisational resilience – what it means for organisations, and the key elements they need to consider if they are looking to increase the ability of their operations to withstand challenges in their environment. Organisations have always had to adapt to changes in their environment, whether as a result of market-based, political, regulatory or technological developments. However, the pace of change and the number and frequency of external shocks, such as the global financial crisis, the COVID-19 epidemic, war and increasing nationalism, inflation, labour shortages, cyber-security threats and environmental crises have increased over recent years. Whilst some of these events could have been foreseen, in that they emerge relatively slowly, such as increasing nationalism, other crises, such as the COVID-19 pandemic could not have been readily anticipated, both for the speed at which it occurred, but the significant impact it had on people and organisations. Clearly, many of these events can have severe consequences not only for society but also for organisations, potentially threatening their survival. Hence organisations are increasingly recognising the need to be both more aware of potential threats or even opportunities by constantly monitoring their environment, but also creating contingency or mitigation plans to become more resilient to such change and shocks. By becoming more aware of changes in their environment and incorporating risk evaluations and mitigation plans into strategy and regular business planning cycles, organisations can become more adaptive and agile to respond more quickly and robustly to such events. Whilst it is not possible to fully mitigate all risks to the organisation, increased resilience can reduce the severity or longevity of negative impacts or support the organisation to seek opportunities from change.

This chapter introduces the concept of overall organisational resilience, and then discusses some more functional areas of resilience: operational, financial, technological, reputational and institutional. The chapter concludes with a consideration of the effects of building greater organisational resilience and what organisations should consider when evaluating where to start on such a journey.

There has recently been a flurry of interest in analysing trade policy regimes and their particular historical expressions among economists. This has been provoked in part by new developments in trade theory such as those based on the concepts of increasing returns and market structure, and in part by more awareness among the general public on development issues. For example a significant empirical study of the late nineteenth century concluded that a previously identified positive correlation between tariffs and growth was surprisingly robust (O’Rourke, 2000, p. 473). The previous study had concluded that: The reintroduction of protective tariffs (around 1880–1890) in the ‘less developed’ countries coincided in each case with a total reversal of the economic trends: growth accelerated and the pace of innovation and investment speeded up (Bairoch, 1972, p. 211).Hence protection was associated with high rates of economic growth at least for less developed states such as Germany and the USA in the period specified. This was in contrast to an identified negative correlation observed for much of the twentieth century, one predicted by the conventional neoclassical theory of free trade.

This chapter examines the (in)visibility and symbolism of women in sports governance on the island of Ireland, taking as its main empirical focus available data on the boards of government-funded national governing bodies, north and south. The distinctiveness of the Irish case is explained by three factors: the governance minefield, itself a legacy of Irish-British relations and partition in the 1920s, recognisable patterns in gender relations north and south and the functioning of sport as a safe, largely unquestioned and intriguingly vague symbolism for inclusion and peace in Northern Ireland. These conditions have resonance today, not only for women in sport and the approach to quotas, for instance, but that also play out in the delivery of Brexit and the struggles that characterise Irish-British relations more generally. The chapter concludes with a consideration of future challenges and areas for further research.

It is not in doubt that pollution prevention and resource efficiency projects can sometimes make good business sense for an individual enterprise. For organizations that have previously done little to address their environmental impacts, some opportunity frequently exists to lessen those impacts while raising production efficiency and keeping their basic approach to business intact. This was the experience of many businesses during the 1980s and the origins of the suggestion that the environment was a “win-win” issue for business (Walley & Whitehead, 1996). Simply updating production equipment can offer a double dividend, which is partly why so many businesses are able to claim they are getting greener while aggregate environmental conditions deteriorate (McDonough & Braungart, 2002). The unresolved issue is whether an ongoing commitment to improve environmental performance is reflected in ongoing gains in business performance. As expressed by one advocate of eco-industrial development, the issue is not about doing the same with less but rather about doing far more with far less (Cohen-Rosenthal, 2003, p. 22).