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The author develops a bilateral Nash bargaining model under value uncertainty and private/asymmetric information, combining ideas from axiomatic and strategic bargaining theory. The solution to the model leads organically to a two-tier stochastic frontier (2TSF) setup with intra-error dependence. The author presents two different statistical specifications to estimate the model, one that accounts for regressor endogeneity using copulas, the other able to identify separately the bargaining power from the private information effects at the individual level. An empirical application using a matched employer–employee data set (MEEDS) from Zambia and a second using another one from Ghana showcase the applied potential of the approach.

Introduction: Sustainable marketing practices foster a company and its stakeholders’ environmental, social, and economic well-being while promoting products and services. An integrated approach to sustainability recognises these three interdependent pillars, seeking to unite together. Investing in renewable energy has triple-bottom-line benefits – reducing greenhouse gas emissions, creating jobs, and promoting economic growth. Sustainable marketing practices can be a win-win for companies and the environment.

Need of the Study: Studying and understanding the sustainable development goals (SDGs) are crucial for India and worldwide. Sustainable marketing is becoming increasingly important for companies as they seek to meet the growing demand for sustainable products and services. Sustainable marketing practices can help businesses reduce environmental impact, promoting eco-friendly products and services.

Purpose of the Study: The study focused on achieving the SDGs requires addressing all three pillars of sustainability together. The study explored the different sustainable marketing practices that companies adopt worldwide, how they contribute to environmental, social and economic stability, the benefits of such practices, and the challenges companies face in implementing them.

Methodology: The study is based on secondary data – 10 companies, out of which 5 brands are among the top 10 brands (Souromi, 2023) and 5 are within the top 20 international sustainable brands (Fashinza, 2020) belonging to the textile industry worldwide, were chosen and their sustainable marketing practices were identified and analysed.

Findings: The study highlights standard sustainable marketing practices adopted by different companies worldwide in the textile industry, exploring the contribution of sustainable marketing practices in achieving SDGs.

From Batik cities to woven textile regions, Indonesia possesses several fashion destinations with remarkable textile heritage. The rise of fashion heritage destinations is characterized by avid textile lovers and fashion followers that promote the regions. Several diversifications of tourism alternatives are analyzed, such as rural tourism with experiential textile-making workshops, urban destinations connected to contemporary fashion heritage, architectural works inspired from/to textile heritage, as well as fashion week cities that spark the interests of global fashion designers to visit the country. This chapter evaluates the current state, its rising challenges, and to what extent it may be promoted through digital technologies, based on local practitioners and the governmental perspectives.

This chapter explores the evolution of public and private intervention in the fashion sector in France from the end of World War II to the mid-1960s, highlighting the first connections in the relationship with tourism, a link between the two that is increasingly consolidated today and in which the mutual influence between them is becoming more relevant. For this reason, a historiographical reconstruction of the initiatives undertaken in Paris for the promotion and organization of the fashion sector is proposed. The chapter discusses the main aspects at work which shape the interconnection between fashion and tourism.

Purpose: This chapter investigates the current skill gap in small-scale industries, the need for skill development and digital training in micro, small, and medium enterprises (MSME), and reviews policies for skill development and solutions.

Need for the Study: While the legislature and organisations have initiated various considerations for the successful implementation of the Skill Development System in the country’s MSMEs, there are significant challenges that must be addressed quickly to fill the skill gap in workers in this digital era.

Research Methodology: Secondary data has been used for the chapter review. Analysis has been done based on review data from women handloom and handicraft workers in the micro or craft industry who received a Star rating from the National Skill Development Corporation (NSDC) partners in Lucknow. For data collection, a questionnaire based on random sampling was used. The data were analysed using a rudimentary weighted average and a percentage technique.

Findings: The studies provide answers to some fundamental problems: are small industry employees indeed mobilised to be skilled outside the official schooling system? Is the training delivery mechanism adequate to prepare pupils for employment? Would industries be willing to reduce minimum qualification criteria to foster skill development?

Practical Implication: Non-technical aptitudes digital and soft skills for workers in this sector should be emphasised in MSMEs, and significant reforms in MSME sectors and capacity-building education and training programmes should be implemented in the Indian industry to generate small and medium enterprises production and employment.

Social enterprises (SEs), part of the third sector, are hybrid organizations combining the pursuit of social scopes with commercial business solutions. In seeking for social value, they pair for-profit and non-profit features, thereby compensating for shortcomings of both the public sector and the commercial market. Therefore, the performance management of such organizations assumes a crucial relevance. Among the available tools, the balanced scorecard (BSC) aims to capture performance multidimensionality, at the same time fostering legitimacy towards stakeholders.

In general terms, the BSC has the limit to follow a linear and static logic of construction and functioning. For this reason, scholars combine it with system dynamics (SD) to create dynamic balanced scorecards (DBSCs). However, literature seems to devote scarce attention to the adoption of such analytic tools in the third sector, particularly in SEs. This chapter wants to contribute to bridging this gap by proposing a tailored application in the context of a social cooperative, active in the clothing recycle and in the re-integration of disadvantaged social categories. By referring to previous literature about DBSC, two modelling strategies are identified: the BSC-driven and the SD-driven. The latter, based on inductive reasoning, is the one privileged for the study because of its wider flexibility. The modelling outputs consider different perspectives than the ones within traditional BSCs, contain elements of circular causality and show how financial and non-financial performances interplay and co-determine each other. Insights from the proposed model can be useful to support both decision-making and stakeholder engagement.

Micro, small, and medium enterprises (MSMEs) can play a significant role in achieving sustainable development goals (SDGs) as they have the ability to reduce unemployment. Digitalization helps MSMEs in a number of ways, including lowering transaction costs, quickening access to information, and bettering communication with extended supply chain members. This chapter aims to understand the level of digitalization in MSMEs in an emerging economy such as Bangladesh. MSMEs in Bangladesh account for 25% of the gross domestic product and employ 87% of civilians. This chapter builds on qualitative data from 60 MSMEs from various manufacturing and service sectors such as textile, retail, food delivery, IT companies, etc. The interviews were semi-structured and followed an interview protocol. The length of interviews varied between 40 and 50 minutes. Content analysis was used to analyze the data. Findings suggest that counterintuitively the level of digitization in MSMEs is not low in Bangladesh. Many micro and small enterprises use MS Excel to help them manage customer and product data. Medium Enterprises use Enterprise Resource Planning (ERP) software for planning enterprise-wide resources. Some medium enterprises also use powerful data analytics software such as Oracle, Power BI, Google Analytics, Python, and SPSS. Results also reveal barriers to digitization in MSMEs, which include a lack of employee awareness, training, and motivation of top management. This chapter maps the digitalization levels in MSMEs in Bangladesh and provides implications for SGDs. The chapter also presents policy recommendations for improving the digitalization level in emerging economies.

The shift in consumer focus towards green marketing mix elements is not a unique thing. Especially in recent times, most organizations are trying to implement green marketing strategies in order to influence customers as well as to reduce the negative impacts of environmental footprints. However, in recent times service marketing requires thorough implementation of a Green Marketing Mix as evidenced by Asian countries. However, research also claims that the use of a traditional green marketing mix is not a guarantee of success in the long run and therefore has been criticized by several researchers and scholars. Hence, there is a need to follow the Green-SIVA (Solution, Information, Access, and Value) concept in order to create a long-lasting impact on consumer buying and to discuss the application of tools in a more comprehensive manner. Although the linkage of Green-SIVA marketing might provide a new way to develop an effective marketing mix strategy for services. Hence, this chapter has been written purposely to discuss GMM elements with reference to the service industry of Pakistan and tries to develop an association with green-SIVA marketing practices in order to optimize service marketing practices.