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A qualitative development is discernible in China’s pursuit of global influence in knowledge following the launch of the Belt and Road Initiative (BRI). China has embarked on expanding the frontiers of its higher education and research enterprise in different geographies, a subset of its global power project. This paper employs the geointellect concept to analyze this phenomenon.

The paper applies the geointellect model, formed inductively, to illuminate China’s geographical expanse in higher education and research.

The BRI has provided a platform for China to shape the educational architecture of the participating countries, apart from receiving a boost in its prestige by leading educational alliances and opening overseas research centres. In quantitative terms, it has made progress in specific knowledge metrics. Nevertheless, certain challenges and limitations need to be overcome.

The role of a foreign policy in boosting a country’s knowledge profile has been identified. Future research directions have been provided in using the geointellect model.

This study provides a direction to evaluate the implications of China’s foreign policy for its knowledge segment, especially in terms of capturing its leading prowess in higher education and research.

It contributes a conceptual model to capture the different facets of China’s geointellect, with foreign policy, geography, higher education, and research being its constituents.

This introductory essay historicizes the evolution of China’s geopolitical strategy from the Maoist era (1949–1976) to the present. It examines the Chinese strategic thinking in four spatial settings: Eurasia, maritime Southeast Asia, the Indian subcontinent and the wider Indo-Pacific region. The Chinese strategic concerns are comparable across these regions, but the ability to pursue security interests is contingent on many circumstantial factors. This study refers to some snapshots of the ongoing regional disputes to discuss the continuities and breakpoints in China’s strategic outreach in a multipolar world.

This study draws on the scholarly literature and policy papers to examine the interrelated forces that shape China’s rise to regional dominance: how Beijing has co-opted a series of global and regional crises for its rise to domination; how China, the USA and neighbouring countries have adjusted and adapted to a new changing international order; and how major powers in littoral and maritime Asia respond to an increasingly assertive Chinese state.

This study documents the combination of smart, soft and sharp power that China has deployed, since the global financial crisis of 2008, to enforce its dominance against the USA across the Pacific Rim and Eurasia. It argues that General Secretary of the Chinese Communist PartyXi Jinping initially launched the Belt and Road Initiative to respond to former US President Barak Obama’s policy of rebalancing Asia, and he has expanded these expansionary projects to counter US President Donald Trump’s “America First” doctrine, thereby asserting Chinese influence abroad and tightening control against discontented populations at home.

Many Western policy analysts are wondering whether a rising China will be a “status quo” state or a revisionist state that attempts to challenge the existing world order. The lack of clarification from Beijing has prompted Washington to shift from a longstanding strategy of diplomatic engagement to that of geostrategic containment to balance against China.

The strategic goals of China in the early 21st century pertain to security reassurance, access to energy resources and national image building. Since the global financial crisis of 2008, China has become immensely confident of its own socio-economic accomplishments and scornful of what it perceives as an American conspiracy to undermine its rise to power. Following in the footsteps of the USA in the post-Second World War era, Japan in the 1980s and Taiwan in the 1990s, Beijing has used international commercial activities and business contracts to achieve specific political, strategic and diplomatic objectives.

Higher education institutions (HEIs) are critical in the sustainability agenda, not only as catalysts for promoting sustainability practices but also because their activities have substantial social, economic and environmental impacts. Yet there is limited research that examines their sustainability performance. This paper aims to investigate the factors that are associated with sustainability performance in HEIs. Specifically, drawing from the stakeholder theory and exploiting Ullmann’s (1985) conceptual framework, this study examines the association between sustainability performance and stakeholder power, strategic posture and financial slack resources.

The authors draw the sample from the People & Planet University Green League Table for the period 2011–2019 and use the generalised estimating equations for the modelling approach.

This study finds that stakeholder power, in particular, funding grant income, tuition fee income and student and staff numbers, are positively associated with sustainability performance. In relation to strategic posture, this study finds that sustainability performance is negatively associated with governing body independence and gender diversity, and positively associated with internal structures. Finally, regarding financial slack resources, this study finds that surplus income (staff costs) is positively (negatively) associated with sustainability performance.

To the best of the authors’ knowledge, this research contributes to several existing literature focusing on the not-for-profit sector by documenting, for the first time, the role of stakeholder power, strategic posture and slack financial resources on sustainability performance.

The paper includes relevant implications for HEI managers and regulators for promoting sustainability.

These results contribute to the literature on the factors influencing sustainability performance.

This study aims to examine whether the sustainability committee, a specialized governance mechanism for environmental and social issues, is related to environmental performance. Specifically, the authors consider the presence and effectiveness of the sustainability committee.

Using a sample of Australian firms (2002–2016), the presence of a sustainability committee and sustainability committee effectiveness (consisting of 12 sustainability committee characteristics) are examined. Firms’ environmental performance is measured by Thomson Reuters Asset4 ratings.

The authors confirm prior findings of a positive relationship between the presence of a sustainability committee and the firm’s environmental performance. More importantly, sustainability committee effectiveness is found to be positively associated with environmental performance, indicating the active role that the composition and function of the sustainability committee plays in enhancing environmental performance.

The findings are of interest to directors and managers who are interested in improving firms’ environmental performance, in addition to investors and regulators who are concerned about environmental performance.

This study meaningfully expands the extant literature that studies the sustainability committee in at least three ways. First, the authors evidence the effect of an unexplored dimension of committee heterogeneity (sustainability committee effectiveness) by hand-collecting detailed information of sustainability committee members. Second, the authors distinguish from prior studies, in that the authors test the direct relationship between sustainability committee effectiveness and environmental performance. Third, by adopting different robustness tests of endogeneity along with sampling firms in various industries over 15 years, the authors offer more compelling and more comprehensive evidence in this regard. Broadly, the authors enrich the literature on corporate governance and environmental performance.

The purpose of this paper is twofold – the first is to explore the key actions that enabled Pizza Hut Korea (PHK) to come out of a nine‐year decline in sales and profits. The second purpose is to delve deeper into the concept of return on marketing as applied to the turnaround of Pizza Hut Korea, using customer lifetime value (LTV) and the related return on marketing investment (ROMI) principles that were instrumental in turning around the business.

The main method used is interviews with company senior management, reviews of internal company data as well as external data and literature reviews of existing theories on return on marketing. The case uses a specific promotional decision that senior management must make to review the decision methodologies using return on marketing. This quantified return estimate is then combined with marketing and business strategic considerations to review the decision that management should make regarding the promotion. In addition, the detailed executive interviews shed light on the approaches taken by the senior management to effect a change in culture as well as the disciplined business reviews that were put in place to improve the financial performance. Finally the case describes the marketing insights that led the firm to implement their consumer promotions to help turn the business around.

Turning around a business that has been in decline for a long time requires not just keen consumer insight and excellent marketing tactics, it is a combination of changing the culture of the company and mindset of the leaders along with instilling disciplined financial processes and driving consumer insight driven strategies. In particular, this study focuses on the role of quantified marketing investment return model that helped to drive a fact‐based, data‐driven decision‐making process that, combined with strategic insight, helped to turn the business around. The lifetime value and return on marketing investment model employed by Pizza Hut Korea provides a starting framework for analyzing marketing investment returns that can be adapted by many other companies.

Though there has been research conducted in many turnaround situations, there has been virtually no work done to examine the turnaround strategies employed using key marketing return metrics. In addition, the study provides value in that it examines the totality of management principles employed (cultural, organizational, financial, marketing) to drive innovation and change. This study will be useful for those that seek to better understand the key principles involved in turning around a business but with particular emphasis on quantified marketing returns analysis using return on marketing investment method.

This paper examines the impact of founder ownership concentration (FOC) on risk disclosures. It further investigates the moderating role of risk governance in the association between FOC and risk disclosures.

We use data from the top 200 Indian listed firms as our sample and rely on ordinary least squares (OLS) for our results. In addition, we use the propensity score matching, Heckman selection model and instrumental variable estimates for robustness checks.

We find that FOC decreases the risk disclosures. However, the effectiveness of risk management committee composition (risk governance) mitigates the negative influence of FOC on risk disclosures.

The paper is built on the agency theory. Based on the agency theory, the ownership concentration has two implications: first, it reduces the conflicts between managers and shareholders. Here, the managers act in favour of shareholders and therefore, brings more risk disclosers. Second, it invites conflicts between controlling and minority shareholders. The study is, therefore, interesting to see the cost and benefits of FOC on risk disclosures.

The study has practical implications for the regulatory bodies to encourage risk disclosures and benefit the outsiders of the firm. It also has implications for the companies to see the benefits of risk management committee as improved risk governance.

It contributes to the literature of risk disclosures and risk governance in emerging economies. It is the first study to investigate the role of risk governance in mitigating the adverse effects of founder’s ownership on risk disclosures in developing economies. It also contributes to the theory of agency cost and information asymmetry.

Taking an inter-Asian perspective on the perception of China’s rise and power shifts in Asia, this reflection draws on the examples of Hong Kong’s years-long pro-democracy movement, Taiwan’s democratization and India’s anti-China sentiments to discuss the growth of domestic and international discontents against China’s projection of sharp power, even military power, along its peripheries. The severity of these crises suggests that an assertive China has trapped itself in a perpetual cycle of intensifying authoritarian rule at home and seeking expansionary outreach abroad. China’s diplomatic and military adventurism is likely to antagonize potential allies, jeopardizing the hope for inter-Asian solidarity and cooperation.

The authors consult relevant secondary literature to contextualize the perception of China’s rise to domination from an inter-Asian perspective.

Following the end of the Cold War in 1990 and the demise of the Soviet Union as a Eurasian empire, some cultural theorists proposed a postcolonial, inter-Asian perspective to de-globalize the Euro-American-dominated humanities and social sciences, recognizing that many areas once deemed by the West as marginal and peripheral had contributed to the transformation of the modern world. The nineteenth-century Western imperialists and early twentieth-century Japanese militarists once deployed the geopolitical concept of “Asia” to advance their respective discourses of modernity and progress. Thus, the very notion of Asian solidarity or Pan-Asianism is deeply problematic because it reminds us of the entwined histories of colonial oppression and resistance against imperialistic intrusions.

The conventional “inter-Asian” perspective that emphasizes relational connectedness across and within nations does not seem applicable to explaining the troublesome relationship between American universalism and China-centric authoritarianism.

In today’s multipolar world, the USA and China are embroiled in a competitive relationship regarding the shape the global order should take. The recent US-China trade war is only the opening shot in the wider bilateral conflict. Behind this contest for global leadership in economic influence and technology is a serious battle of ideas.

China is still coming to terms with many unexpected consequences of globalization. Steady recovery gave China a temporary reprieve but the overall economy has weakened due to many years of trade disputes with the USA and the COVID-19 pandemic. China has yet to find a way to coexist with a fast-developing India, address the genuine grievances and demands for democratic change in Hong Kong and accommodate a stronger pro-independence force in Taiwan. To revive the vision of inter-Asian solidarity, China should build trust at home and abroad and reimagine institutional mechanisms for conflict resolution. Otherwise, it would trap itself in endless cycles of tensions and conflicts that benefit no one.

The rapid rise of China to power in the Eurasian continent and Asian waters has not only distorted the inter-Asian vision of seeking unity among postcolonial states but also accelerated competitions for territorial resources and regional dominance. By reflecting on the latest interventions of China in geopolitical affairs, this paper shows that despite the rhetorical appeal of horizontality, the engagement of many emerging Asian powers has diverged from the ideal of inter-Asian cooperation. The task for scholars is to gain a more accurate understanding of the fluid situations on the ground.

In the current business environment, more uncertain than ever before, understanding consumer behavior is an integral part of an organization's strategic planning and execution process. It is the key driver for becoming a market leader. Therefore, it is important that all processes in business are customer centric. Marketers need to harness big data by engaging in data driven-marketing (DDM) to help organizations choose the “right” customers, to “keep” and “grow” them and to sustain “growth” and “profitability”. This research examines DDM adoption practices and how companies can aim to enhance shareholder value by bringing about “customer centricity”.

An online survey conducted in 2016 received 180 responses from junior, middle and senior executives. Of the total responses, 26% were from senior management, 39% from middle management and the remaining 35% from junior management. Industries represented in the survey included retail, BFSI, healthcare and government, automobile, telecommunication, transport and logistics and IT. Other industries represented were aviation, marketing research and consulting, hospitality, advertising and media and human resource.

Success of DDM depends upon how well an organization embraces the practice. The first and foremost indicator of an organization's commitment is the extent of resources invested for DDM. Respondents were divided into four categories; Laggards, Dabblers, Contenders and Leaders based on their “current level of investments” and “willingness to enhance investments” soon.

With storming digital age and the development of analytics, the process of decision-making has gained significant importance. Judgment and intuition too are critical to the process. Choosing an appropriate action cannot be done strictly on a rational basis.

The results of the study offer interesting implications for managing the growing sea of data. An iterative and incremental approach is the need of the hour, even if it has to start with baby steps, to invest in and reap the fruits of DDM. The intention to use any system is always dependent on two primary belief factors: perceived usefulness and perceived ease of use; however, attitudes and social factors are equally important.

There is a dearth of knowledge with regards to who is and is not adopting DDM, and how best big data can be harnessed for enhancing effectiveness and efficiency of marketing budget. It is, therefore, imperative to build a knowledge base on DDM practices, challenges and opportunities. Better use of data can help companies enhance shareholder value by bringing about “customer centricity”.

Review of Marketing Research, now in its seventh volume, is a fairly recent publication covering the important areas of marketing research with a more comprehensive state-of-the-art orientation. The chapters in this publication review the literature in a particular area, offer a critical commentary, develop an innovative framework, and discuss future developments, as well as present specific empirical studies. The first six volumes have featured some of the top researchers and scholars in our discipline who have reviewed an array of important topics. The response to the first six volumes has been truly gratifying, and we look forward to the impact of the seventh volume with great anticipation.