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In this chapter, we investigate the role of the Internet of Things (IoT) for a more sustainable future. The IoT is an umbrella term that refers to an interrelated network of devices connected to the internet. It also encompasses the technology that enables communication between these devices as well as between the devices and the cloud. The emergence of low-cost microprocessors, sensors and actuators, as well as access to high bandwidth internet connectivity, has led to the massive adoption of IoT systems in everyday life. IoT systems include connected vehicles, connected homes, smart cities, smart buildings, precision agriculture, among others. During the last decade, they have been impacting human activities in an unprecedented way. In essence, IoT technology contributes to the improvement of citizens' quality of life and companies' competitiveness. In doing so, IoT is also contributing to achieve the Sustainable Development Goals (SDGs) that were adopted by the United Nations in 2015 as an urgent call to action by all countries to eradicate poverty, tackle climate change and ensure that no one is left behind by 2030. The World Economic Forum (WEF) recognises that IoT is undeniably one of the major facilitators for responsible digital transformation, and one of its reports revealed that 84% of IoT deployments are presently addressing, or can potentially address the SDGs. IoT is closely interlinked with other emerging technologies such as Artificial Intelligence (AI) and Cloud Computing, for the delivery of enhanced and value-added services. In recent years, there has been a push from the IoT research and industry community together with international stakeholders, for supporting the deployment and adoption of IoT and AI technologies to overcome some of the major challenges facing mankind in terms of protecting the environment, fostering sustainable development, improving safety and enhancing the agriculture supply chain, among others.

It is essential to understand how the countries with the highest number of tourist arrivals have managed to recover or not based on the competitiveness of the tourism industry during the pandemic stage. It is necessary to evaluate the policies implemented by each government to maintain the competitive performance of their industries. This chapter proposes a comprehensive review of the policies implemented in the 10 most visited countries according to UNWTO data. Most of these policies are geared toward economic and financial flexibility strategies for companies and individuals in the industry under study. The effectiveness of these policies is evaluated with statistical information extracted from a unified UNWTO database to reduce biases in the effectiveness analysis. Finally, concluding remarks are offered on the effectiveness of the policies and their contribution to the sector's recovery.

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational corporations (MNCs) have been few and far between. In this paper we study the Indian IT sector using both qualitative and quantitative approaches. For the quantitative research design, we used structured measurement tools developed by the Global HRM Project. Data were collected from 36 IT MNCs of Indian and foreign origin (U.S. and European) located in Bangalore and Hyderabad in India. We tested four hypotheses that were verified using the Mann–Whitney test of mean rank. We assessed the flow of HRM practices and the differences in HR practices between Indian and foreign MNCs. For the qualitative design we used an unstructured approach to gather secondary data sources and used anecdotal data gathered over a decade through our interactions with the Indian IT industry. We used the narrative style to show past and current Indian business culture, level of technology, and implications for foreign direct investment in the Indian IT sector. We state two qualitative hypotheses for this part of the research study. We find the current business culture and level of technology of Indian IT MNCs moderately similar to those of foreign MNCs, and more so U.S. MNCs. We find no differences between Indian and foreign MNCs in HRM practices. We assume that the unexpected similarity in international human resource management (IHRM) practices is probably due to: (1) the nature of information technology, (2) closing levels of R&D between Indian and foreign MNCs, and (3) similar business cultures of Indian and foreign MNCs. IT-intensive global organizations are likely get a step closer to global IHRM standardization.