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This chapter estimates heterogeneous productivity growth and spatial spillovers through industrial linkages in the United States and China from 1981 to 2010. The authors employ a spatial Durbin stochastic frontier model and estimates with a spatial weight matrix based on inter-country input–output linkages to describe the spatial interdependencies in technology. The authors estimate productivity growth and spillovers at the industry level using the World KLEMS database. The spillovers of factor inputs and productivity growth are decomposed into domestic and international effects. Most of the spillover effects are found to be significant and the spillovers of productivity growth offered and received provide detailed information reflecting interdependence of the industries in the global value chain (GVC). The authors use this model to evaluate the impact of a US–Sino decoupling of trade links based on simulations of four scenarios of the reductions in bilateral intermediate trade. Their estimation results and their simulations are as mentioned based on date that ends in 2010, as this is the only KLEMS data available for these countries at this level of industrial disaggregation. As the GVC linkages between the United States and China have expanded since the end of their sample period their results can be viewed as informative in their own right for this period as well as possible lower bounds on the extent of the spillovers generated by an expanding GVC.

Among the most fragile, complex, and productive ecosystems to benefit humans are coastal ecosystems, and they offer many services. These ecosystem services range from provisioning services to protection services, cultural services, and supporting services. The coastal zone is defined as a transition between the land and the sea, making it clear that there would be dynamic activities both complementing and sometimes conflicting with each other. Coastal resources constitute an important component of natural resources, particularly in a country such as India.

Sustainable development in support of cultural heritage has become one of the major issues on UNESCO’s agenda. As policy documents are issued, heritage environmental sustainability, local stakeholders’ development and participation and heritage in cases of interregional conflict are the situations they analyze. As such, policy documents will be employed as guidelines for past and future UNESCO World Heritage site registrations. They have been used for the present study of sustainable development within mostly Thai cultural heritage context, with a few cases relating to Cambodia due the lack of research on this topic in the region. Employing qualitative method analysis, most of the heritage sites studied here suffer from a lack of protection against encroachment, natural elements and, more rarely, overuse. Furthermore, the implementation of heritage management plans sees local stakeholders excluded from any participation in the heritage they live in, which may cause conflicts in Southeast Asia.

The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address the needs of key stakeholders. As circumstances change, boundaries are often replaced by the relationships between companies and the communities they serve. Consequently, strategy has become a central aspect of sustainable leadership and the foundation for implementing strategic management in a dynamic system of relationships. Every company is born and grows within social and economic ecosystems. Drawing on the metaphor of biology, ecosystems are described as dynamic interconnections among various elements that influence and foster entrepreneurship. Interconnections between players (such as marketplaces, organisations, governments, and universities) create a flow of expertise, abilities, knowledge, experience, and tangible resources. Economic and social ecosystems involve various actors and components that continuously coexist and interact, leading to the creation of numerous mutual relationships. Consequently, it is crucial for managers to gain a comprehensive understanding of the internal and external environments. Various decision-making tools and strategies can be used to achieve this goal. These tools were developed to assist managers, researchers, and consultants in making informed decisions under complex scenarios. This chapter presents several decision-making strategies and tools, including the Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, Balanced Scorecard (BSC), PEST, PESTEL analysis, and SWOT analysis.