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The purpose of this book chapter is to examine how sustainable developmental goal (SDG) implementation for sustainability transformation can be driven by the business practice of a multinational enterprise (MNE). It concerns sustainability transformation that takes place in complex environments with the engagement of different types of stakeholders from various organizations and domains. The chapter focuses on inclusive stakeholder orientation to move from a firm-centric to a societal perspective grounded in an ethical, macro-oriented, and network philosophy. The transformation is embedded in the global transformation agenda, the UN 2030 agenda, with its 17 SDGs. In this chapter, the authors assess MNEs’ role in implementing the SDGs by conceptualizing sustainability transformation practice in a business context of IKEA grounded in circular economy and circular society thinking. Implementing the SDGs strengthens the “challenge-driven transformative change.” Based on the theoretical and conceptual framework, the authors have constructed a matrix and contextualized the case of IKEA. It results in a descriptive analysis of MNE SDG implementation for sustainability transformation. The chapter has contributed a general model for a sustainability transformation practice in a business context embedded in circular economy and circular society thinking, which can utilize for challenge-driven transformative change. The new model has been redesigned for its new purpose. The model is constructed based on a new theoretical and conceptual framework and from the context of IKEA as a MNE acting as a globally integrated enterprise with a circular and societal transformation focus.

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.

The handicraft industry has been contracting in recent times because of external competition and a preference for foreign-made crafts by consumers. Kiliim, ¹ an Egyptian social enterprise and lifestyle brand, has initiated the process of revival needed in the industry with modern designs of the traditional crafts (local bed covers, curtains, bedding, rugs, bathmats, cushion, throw pillows dining and living cloths). This case provides an analysis of the company, beginning with how the idea of the kilim product was conceived and the dilemma they are currently facing. Although Kiliim, with various kilim product offerings, has made significant inroads in the consumer market, it must continue to adopt innovative strategies to sustain its survival in the market. With globalisation rapidly changing the dynamics of market entry and penetration, indigenous organisations must be innovative with their product and service offerings. Suggestions are made for the sustainability of the indigenous craft industry in Egypt and Africa.

The Cultural and Creative Industries (CCIs) built on a country's centuries-old know-how in handicraft production, the images, stories, symbols, music, dances and the likes have the potential to contribute significantly to the country's GDP and socio-economic development. Particularly in developing countries where there is high rate of unemployment among the youth. We used a case study research to explore the experiences, challenges and opportunities of businesses in the cultural and creative sector. To do so, we selected a start-up in Ethiopia that specialises in designing and producing culturally inspired quality and sustainable lifestyle products. Specifically, the chapter highlights the potential of indigenous knowledge and skill coupled with innovation in designing contemporary products and the process of producing them for the individual entrepreneurs, as well as the promotion and preservation of the country's cultural heritage. It also indicates the need to utilise abundant but underutilised resources to produce value-added and sustainable products in the region.

The concept of circular economy (CE) has been receiving a lot of attention over the past years from academics, practitioners and policymakers. This is particularly the case for small- and medium-sized enterprises (SMEs) who find in CE a way to overcome their resource scarcity. However, little is known about how embracing the CE perspective can contribute to meet the sustainable development goals (SDGs). The present chapter aims at answering this question. Through a single case study, we explore the drivers, managerial practices and collaborations implemented by SMEs to generate economic, social and environmental values.

The 170-year-old Master in Business Administration (MBA) program is becoming obsolete and inefficient to address today's real-world problems, and is facing mounting criticism from business scholars, management deans, and academic scholars alike. Reviewing major criticisms, this chapter suggests a new design for the MBA program that will not only address the criticisms but also accept a paradigm shift that will spearhead it in coming decades. The redesigned MBA “structure” proposes a four-semester full-time program, during which each semester delves into deeper marketplace problems of increasing complexity (i.e., from simple to complex to unstructured to wicked problems) and deals with these problems with new levels of critical thinking skills and ethical reasoning processes tempered by corresponding entrepreneurial knowledge, skills, and values. The “content” of the redesigned program is anchored around five major themes of business learning: namely, intrinsic motivation management, creativity and innovation management, productivity management, revenue management, and eco-sustainability management, each geared to generate professional entrepreneurial knowledge, and skills and values urgently needed today. Numerous beneficial features of this newly redesigned integrated business management program (MBA) are also discussed.