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Coopetition (simultaneous cooperation and competition of actors) is still a relatively new concept in business, management, and tourism. However, several coopetition studies have focused on tourism and tourism destinations. Also, compilation literature reviews of tourism and tourism destinations have been published (Rusko, 2018). This chapter focuses on underlying coopetition networks of tourism and specifically of tourism destinations. Because of the typical features of tourism destinations, multifaceted connections in competition and cooperation – and coopetition – are present in everyday business and activities among actors of the destination. These coopetitive relationships cover several levels, they are present in micro, meso, macro, and meta level interplay of tourism destination. Furthermore, the analysis shows that several studies about coopetitive networks in tourism destinations do not use terms “macro” or “meta” though these seem to be the main levels of the studies. This only reveals the fertile dimensions of coopetitive networks in tourism. These various relationships form coopetitive networks that represent several dimensions and levels of actors, competition, cooperation, and coopetition. This chapter introduces these multifaceted perspectives of coopetition networks, which have been described in the contemporary literature about tourism and tourism destination.

Operationalizing R-imperatives in firms is seen as vital to bolstering circularity through reduce, reuse and recycle and building circular supply chains (CSCs). However, this process introduces various uncertainties to firms within CSCs. This is a gap that still requires an in-depth analysis, particularly to answer the question of how firms align the operationalization of R-imperatives with uncertainty management to improve sustainability performance and accelerate the transition toward CSCs.

This paper fills this gap through a multiple-case study, whereby nine firms from varying structures, regions and manufacturing industries were examined. Qualitative content analysis was employed to examine the collected primary (27 semi-structured interviews) and secondary data (internal management reports, publicly available corporate reports and website content).

The findings support the evidence that the operationalization of R-imperatives is not a straightforward process. Within-firm and SC uncertainties largely emerged and made the building of CSCs complex. Consequently, strategies aimed at reducing uncertainty were paramount to managing uncertainties and enhancing sustainability performance. For instance, implementing durable or modular designs helped firms easily reuse, repair and recycle products. In turn, firms achieved material efficiency and contributed to extending the life cycle of products.

This paper explains how firms can align R-imperatives operationalization with uncertainty management to improve sustainability performance and enhance CSCs. Accordingly, firms should complement R-imperatives operationalization with proactive uncertainty management and an assessment of all environmental, economic and social sustainability dimensions.

This paper fills a critical gap in circular supply chain management literature by unveiling its linkage with uncertainty management and sustainability performance. Empirical insights from nine firms within CSCs are provided to guide scholars and managers interested in implementing R-imperatives.

The purpose of this study is to investigate the influence of light intensity and sources of carbon and nitrogen on the cultivation of Spirulina maxima.

Cultures were carried out in a modified Zarrouk medium using urea, sodium acetate and glycerol. A Taguchi experimental design was used to evaluate the effect on the production of biocompounds: productivities in biomass, carbohydrates, phycocyanin and biochar were analyzed.

Statistical data analysis revealed that light intensity and sodium acetate concentration were the most important factors, being significant in three of the four response variables studied. The highest productivities in biomass (46.94 mg.L⁻¹.d⁻¹), carbohydrates (6.11 mg.L⁻¹.d⁻¹), phycocyanin (3.62 mg.L⁻¹.d⁻¹) and biochar (22, 48 mg.L⁻¹.d⁻¹) were achieved in experiment 4 of the Taguchi matrix, highlighting as the ideal condition for the production of biomass, carbohydrates and phycocyanin.

Sodium acetate and urea can be considered, respectively, as potential sources of carbon and nitrogen to increase Spirulina maxima productivity. From the results, an optimized cultivation condition for the sustainable production of bioproducts was obtained.

This work focuses on the study of the influence of light intensity and the use of alternative sources of nitrogen and carbon on the growth of Spirulina maxima, as well as on the influence on the productivity of biomass and biocompounds. There are few studies in the literature focused on the phycocyanin production from microalgae, justifying the need to deepen the subject.

Environmental impact and changes are becoming essential in textile and yarn industries, where reliable measurement of parameters related to processing harmful substances needs to be examined. Such findings can be cumulated using smart assessment like life cycle analysis. The ecological impact category, supply chain, and climate-changing factors were considered for the necessary assessment.

This paper applies the Life Cycle Assessment technique in the textile and yarn industry to estimate critical environmental potentials. The critical input for the fabric and yarn industry was put in the GaBi software model to estimate various environmental potentials.

Global warming potential, electricity, and raw cotton consumption in the fabric and yarn industry were critical concerns where attention should be focused on minimizing environmental potentials from cradle to gate assessment.

This qualitative study is made via the industry case-wise inputs and outputs, which can vary with demographic conditions. Some machine and human constraints have not been implemented in modelling life cycle model for smart simulation. Smart simulation helps in linking different parameters and simulates their combined effects on the product life cycle.

This modelling approach will help access pollution constituents in different supply chain production processes and optimize them simultaneously.

The raw data used in this analysis are collected from an Indian small scale textile industry. In the textile fabrication industry, earlier assessments were carried out in cotton generation, impact of PET, cradle to grave assessment of textile products and garment processing only. In this research the smart model is drawn to consider each input parameter of yarn and textile fabric to determine the criticality of each input in this assessment. This article mainly talks about life cycle and circular supply assessment applied to first time for both cotton to yarn processing and yarn to fabric industry for necessary estimation of environment potentials.

This chapter studies the tourism cluster of Majorca and its connection with collective entrepreneurship. To this end, the authors review the history of four world leading Spanish hotel companies, from their beginnings, in Majorca, in the 1950s, to their internationalization, in the 1980s and 1990s: Barceló, Meliá, Riu, and Iberostar. This allows us to identify common patterns of behaviour among them over time, which in turn illustrate the dynamics of the tourism cluster and the role played by its context. This qualitative and historical research allows us to make the following contributions: first, in line with other studies in the economic history of Spanish tourism, the four cases support the identification of Majorca as a tourism cluster. Second, the authors highlight several important characteristics of the island which reinforced and strengthened the cluster and boosted collective entrepreneurship, through an intense flow of information between the companies. Third, the authors illustrate coopetition as the key nature of the relationship between the clustered companies in a simultaneous process of competition and cooperation. Finally, the authors show how the strength of the tourism cluster, in Majorca, drove the companies to replicate the same dynamics and structures abroad.

The aim of the study was to analyze the performance of Black-Litterman (BL) portfolios using a views estimation procedure that simulates investor forecasts based on technical analysis.

Ibovespa, S&P500, Bitcoin and interbank deposit rate (IDR) indexes were respectively considered proxies for the national, international, cryptocurrency and fixed income stock markets. Forecasts were made out of the sample aiming at incorporating them in the BL model, using several portfolio weighting methods from June 13, 2013 to August 30, 2022.

The Sharpe, Treynor and Omega ratios point out that the proposed model, considering only variable return assets, generates portfolios with performances superior to their traditionally calculated counterparts, with emphasis on the risk parity portfolio. Nonetheless, the inclusion of the IDR leads to performance losses, especially in scenarios with lower risk tolerance. And finally, given the impact of turnover, the naive portfolio was also detected as a viable alternative.

The results obtained can contribute to improve investors practices, specifically by validating both the performance improvement – when including foreign assets and cryptocurrencies –, and the application of the BL model for asset pricing.

The main contributions of the study are: performance analysis incorporating cryptocurrencies and international assets in an uncertain recent period; the use of a methodology to compute the views simulating the behavior of managers using technical analysis; and comparing the performance of portfolio management strategies based on the BL model, taking into account different levels of risk and uncertainty.

The environmental performance of organizations has come under public policy limelight since the phenomenal increase of natural resource degradation and industrial waste. Thus, green concepts have been put forward, but the implementation of green practices faces many barriers and challenges. These barriers require attention as organizational practices are negatively affecting the environment leading to global warming and climate change. Therefore, this chapter systematically identifies four internal barriers including inadequate management commitment and support, insufficient technology competence and infrastructure, financial constraints, the uncertainty of economic benefits, and eight sub barriers within an organization concerning green concepts implementation. Moreover, this chapter also identifies four external barriers including lack of stakeholder's interest, inadequate environmental administrative support, scarce academic research, and lack of green collaborative practices, and eight sub barriers outside an organizational context concerning green concept implementation. The barriers in this research were identified by reviewing the existing literature on the topic. This chapter advances the green literature by identifying multiple barriers and challenges to the successful implementation of green concepts in organizations. This is of significance as if these barriers are tackled strategically, it would reduce environmental degradation problems and help make financial gains. Moreover, this research can help managers understand the key barriers to green concept implementation and provide guidance to them when attempting to implement green practices in their organizations. This research would also motivate researchers to extend further investigation on how to overcome such barriers and find out strategies to mitigate the barriers to green concept implementation to effectively address environmental issues.

This chapter highlights how implementing circular economy principles can help companies working with sustainability to move from a reductionist and waste management approach to marketing competitive circular value propositions that intentionally design out waste (e.g. emissions and pollution) by rethinking, reinventing and redesigning the value chain. Schijvens, a Dutch family-owned corporate fashion textile company, acts as a case for exemplifying successful implementation of circular economy principles as a marketing strategy in a sector that struggles with finding solutions to the ethical challenges of producing and marketing textile fashion. The textile industry has, for many years, been accused of production that is based on environmentally harmful processes and conditions that are not socially fair. Circular economy principles provide a range of suggestions to address the ethical challenges occurring from covering the human needs of having clothes to wear. Yet, implementing circular economy principles is not a panacea. It is not only a question of delivering a technological quick fix but also a question of managing the new processes and human mindset guiding the actions in the value chain. This chapter, therefore, outlines reasons for a different perspective on the traditional linear value chain and related implications managers face when undertaking a journey from sustainability based on a reductionist approach to a closed-loop approach. It is argued that implementing circular economy principles by pro-actively managing the value chain processes based on eco-centric dynamic capabilities can provide even more radical changes than the incremental reductionist approach often associated with being a green sustainable company.