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Nuclear energy investments contribute significantly to the energy independence of countries. This situation helps countries to develop both economically and socially. Therefore, countries need to develop strategies to increase their nuclear energy investments. However, radioactive waste generated in nuclear reactors is one of the most important disadvantages of this type of energy. Due to this situation, the wastes generated must be disposed of effectively for nuclear energy investments to be effective. In this study, it is aimed to create optimal strategies for the effective waste managements generated in nuclear power plants. Within this framework, four different balanced scorecard perspectives are considered as the criteria. In the analysis process, Analytical Hierarchy Process (AHP) methodology is taken into consideration. It is identified that learning and development is the most critical factor for the effective radioactive waste management created in nuclear power plants. On the other side, internal factors are the second most important criterion in this framework. Hence, it is understood that nuclear energy investors should give priority to the technological development for effective waste management in nuclear power plants. With the help of these technological improvements, the wastes can be disposed more successfully. As a result, environmental sustainability can be provided much easily.

In Morocco, as in many developing countries, environmental responsibility is not well integrated into corporate management at the operational, tactical, and strategic levels. While the management literature offers a rich body of knowledge on Corporate Social Responsibility (CSR) strategies and practices, less attention has been paid to exploring the complexity of environmental responsibility through the lens of corporate culture. This research aims to address this gap by examining the influence of cultural factors on the deployment of environmental responsibility using Johnson's (2000) model of corporate culture. This model identifies seven components of corporate culture: stories or myths, symbols, power structures, organizational structures, control systems, rituals and routines, and paradigms. Through a Moroccan industrial group case study, this chapter presents the successful deployment of environmental responsibility and describes how managing cultural factors facilitated this transition. This chapter also identifies the unique aspects of the group's culture that allowed redesigning the company's management systems. These insights offer valuable implications for managers and policymakers seeking to improve the environmental performance of large enterprises in developing countries.

Clean energy is the most demanding issue for sustainable development, especially in post-COVID-19 scenario. The Government of India (GOI) has adopted various reform policies in the energy sector focusing on Sustainable Development Goal 7 (SDG 7). India has taken initiative on SDG 7 to ensure access to sustainable energy for all. The core interest area of this paper is to analyse recent energy reform policies in energy sectors covering power generation, transmission, distribution and consumption and discusses mechanism SDG target achievement within 2030 in India. In the COVID-19 pandemic scenario, every country faces a major issue of energy security since the undisrupted energy security is related to energy demand. In the time period of pandemic, industrial energy demand goes down rapidly all over the world, especially in India. Though in the eve of festive season in India the difference between the energy supply and demand slightly overcomes. In the year 2003, GOI through Electricity Act opened electricity market for private participation to increase efficiencies. In the COVID-19 pandemic scenario, every country faces a major issue of energy security since the undisrupted energy security is related to energy demand. Further, the Ministry of Power has taken several policies such as National Electrification Policy in 2005, National Tariff Policy, Rural Electrification Policy in 2009 and Integrated Energy Policy. This policy brief paper highlights the progress of clean energy in India and provides their future trajectory towards achieving SDG targets, especially in the period of COVID-19 pandemic.

Sustainable development goals (SDGs) designed by the United Nations include ‘universal and equitable access to affordable, reliable and clean energy’ as one of the pathways to achieve a better and more sustainable future by 2030. Universal access to electricity, clean cooking fuel, increasing share of renewable resources and improving energy efficiency are the key components of SDG7. In India, the government has undertaken targeted programmes to ensure full electrification of households and greater use of liquid petroleum gas (LPG) for clean cooking replacing traditional solid biomass fuels in poor households. Installed capacity targets are set to raise the share of renewable resources in total energy mix along with the policies undertaken to make it cost-competitive (SDG India, 2019–2020). However, the economic crisis experienced by India during COVID-19 pandemic is likely to affect this ongoing drive towards clean energy use. Sudden fall in income and loss of employment particularly in the unorganised sector might have made the poor rural households vulnerable to reversion to their traditional cooking fuels. The renewable sector has also faced uncertainties due to halted construction works and disrupted global supply chains during lockdown. The present chapter discusses these pertinent issues crucial for achieving SDGs. It investigates how far the COVID-19-driven economic crisis has delayed India's clean cooking fuel programme for different states. It further examines the impact of COVID-19 lockdown on renewable energy sector, particularly on the solar energy sector. The study suggests some policy measures for a robust recovery, ensuring transition towards clean energy use and sustainable growth to protect the environment.

This beginning chapter offers a comprehensive overview of community development, tracing its historical roots and societal implications. It underscores community development’s role in fostering social cohesion and positive change. Beginning with its foundational principles of collective action, participation, and empowerment, the chapter delves into its evolution in response to industrialization and urbanization. It explores diverse scales, contexts, tools, and strategies used in community development and its broader societal impact. The chapter advocates for inclusivity and active engagement of community members, emphasizing tailored solutions that address unique challenges. It acknowledges complexities like ethical dilemmas, power imbalances, and cultural sensitivities, underscoring the importance of integrity and local context understanding in community development.

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.

Multinational enterprises (MNEs) in the agri-food sector are continuously transforming their global value chains (GVCs) to address sustainable development challenges of food security (SDG2) and climate change (SDG13). However, the central role of non-governmental organisations (NGOs) in (re)creating GVCs across multilevel stakeholders through innovative approaches to solve sustainability challenges remains under investigated. This explorative study investigates how international NGOs influence the transformation of large-scale industrial animal agriculture to a more sustainable (cell-based) agri-food GVC. The authors conducted a case study on the Good Food Institute (GFI), an international NGO, that has been an active player in the transition to alternative sources of protein to solve animal-based agriculture sustainability issues. The results show that an international NGO can contribute to the transition to a more sustainable GVC and can enhance the GVC’s innovation capabilities.

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.