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In pursuit of objectives, under the European Green Deal, to channel capital flows to sustainable activities, the EU Taxonomy offers clarity, labelling real economic activities as “sustainable”, based on technical screening criteria. This study of disclosure experiences aims to explore the role of co-evolutionary relationships in the Taxonomy’s effectiveness.

Co-evolution theory implies a dynamic interplay among sustainable finance stakeholders (SFSs), through adjustment to, impact on and operationalisation of the Taxonomy. Corporate disclosure experiences, including those of financial institutions and related SFS experiences, may reveal co-evolutionary processes. With significant Undertakings for Collective Investment in Transferable Securities (UCITS) and Alternative Investment Funds (AIFs), Irish SFSs provide contextual insight. Semi-structured interviews with a purposive sample of Irish SFSs capture inaugural corporate Taxonomy disclosure experiences.

A thematic analysis reveals six co-evolutionary processes that facilitate Taxonomy implementation in pursuit of policy objectives: [1] cross-functional reporting; [2] iterative pre-empting and addressing compliance issues; [3] regulation as a catalyst for co-evolution; [4] advanced capacity building; [5] stakeholder adaptation and [6] graduated use of ESG data. Implications for sustainability policy development and management are significant.

Whilst limited to just one EU jurisdiction, given limited prior empirical evidence for sustainable finance regulations from co-evolutionary perspectives, this study highlights a catalytic, yet precautionary role for co-evolution in their transformation effectiveness. As such, they must take account of their potential to stimulate co-evolution and to nurture it in pursuit of their policy objectives.

The findings of this study add to a small, but growing body of academic literature on the Taxonomy Regulation, which suggests that a co-evolutionary lens is important for gaining a comprehensive understanding of its early-stage dynamics. From an implementation perspective, the qualitative data reveals actionable implications for regulators and policymakers, such as building capacity, better anticipation of outcomes and investment in data infrastructure.

Unlike existing analyses of disclosures, this study offers a co-evolutionary lens on Taxonomy contributions to sustainable development through qualitative accounts.

The purpose of this chapter is to explore the role of the home country government in the internationalization of multinationals from emerging markets. This is an important topic because governments play a greater role in BRIC countries. We build upon the literature on non-market strategy, extending this to emerging market multinationals.

We ground our arguments based on a multimethod case study of Vale, a Brazilian mining multinational.

Our study suggests that the role of home country governments is crucial for internationalization of firms from emerging markets, but also that it changes over time, is complex, and context-specific. We suggest that non-market strategy development is a process of co-evolution that is intricately linked to both external and internal factors.

These findings are of relevance to emerging markets where governments are less constrained and perhaps more inclined to intervene in the private sector due to a legacy of state-led growth.

We tease out unique links between market shifts, government tactics, and firm strategies. Our study shows the need to shift our attention to home country non-market pressures as an explanatory factor for internationalization trajectories.

This study aims to answer the question of how business models (BMs) maintain stability while coping with environmental uncertainties. This study proposes a dynamic co-evolution of knowledge management and business model transformation based on a comparative analysis of the focal firms’ BMs and their main partners in two e-commerce ecosystems in China.

The open data of listed companies regarding the introduction of emerging topics on the transformation tendency of BMs in the post-COVID-19 business world is qualitatively analysed. The theoretical foundation is based on a critical review of the literature.

Three aspects of the co-evolution between knowledge management and business model transformation are introduced. These three aspects are as follows: knowledge integration helps with multi-system business integration and decision-making collaborations; knowledge sharing helps to enhance cognitive ability and network value based on businesses; and the creation of new knowledge helps enrich the knowledge base and promote the transformation of BMs.

Solely attributing a firm’s ability to cope with environmental uncertainties to its business model weakens the importance of its knowledge management. This study argues that the co-evolution between knowledge management and business model transformation also plays a key role in a firm’s response to issues post-COVID-19.

This study calls for the development of a normative theory of co-evolution between knowledge management and business model transformation, implying uncharted territories of knowledge management based on interaction with business model designs in e-business ecosystems.

The purpose of this study is to explore the knowledge network-based intellectual capital of corporate universities and its co-evolution process with knowledge management activities.

An exploratory and multiple case study was conducted, investigating three Chinese corporate universities. Grounded theory was used for data analysis.

This paper finds that the intellectual capital of corporate universities comprises teacher network capital, knowledge process capital and knowledge ba. The steering wheel model is established through the synergistic interaction and promotion among these three types of intellectual capital. The interaction between intellectual capital and the knowledge network within corporate universities constructs the intellectual capital network, which plays the roles of coordinator, knowledge gatekeeper and innovation bridge. The intellectual capital of corporate universities is characterized by sequential inertia. Moreover, the intellectual capital and intellectual capital network are aligned with knowledge management activities at each stage of corporate university development, interacting and following the principles of ladder evolution.

A significant contribution of this paper lies in applying the concept of intellectual capital within the fourth-stage ecosystem to a broader range of knowledge networks. By exploring the dynamics and network of intellectual capital in corporate universities, especially the role of intellectual capital networks and the synergy between intellectual capital and knowledge management activities, this study enriches the existing research on knowledge management and intellectual capital of corporate universities. Furthermore, it advances the development of knowledge management promotion in corporate universities from a new perspective of intellectual capital.

The main purpose of this research is to construct a generalized set of innovation processes that occur at the ecosystem level based on the academic research. The study analyzes the cultural and creativity-driven over-the-top (OTT) platform that encompasses diverse network of ecosystem members by utilizing the four cooperation practices.

This study begins with the literature review that discusses various topics related to ecosystem (e.g. service innovation, innovative ecosystem). Then, this study introduces a new conceptual framework that describes how cooperations occur in the ecosystem. Finally, a qualitative and explorative case study of the OTT platforms in the global context is conducted.

The application of the framework reveals how co-innovative business ecosystems demonstrate co-evolution through different structures and directions. An ecosystem can evolve by incorporating other industries (i.e. horizontal growth or broadening strategy) to deepen and broaden the industry integration.

As an explorative approach that opens the discussion on how co-innovation and co-evolution occur at the ecosystem level, particularly in the culture and creativity-driven industry, the value of this research extends to other similar industries where diverse actors such as technology firms, Internet firms, direct consumers, government and even the society impact the type of product and service and shape the evolution of the entire ecosystem.

The purpose of this study is to explore the conceptualisation of co-evolution using a corporate history research approach. While the application of the co-evolutionary perspective to the organisational-environmental relationships has uncovered significant evidences, little is understood about how the co-evolutionary process occurs over time between organisations and their institutional environment.

A co-evolutionary corporate history approach in used, as the authors investigated Sainsbury’s historical trajectory, exploring the role specific family members played in the evolution of the firm and the co-evolution of Sainsbury’s with its environment. This research design framework encompasses longitudinal archival analysis which incorporates both external and internal engagement which fostered Sainsbury’s joint evolution.

The findings from this study clearly suggest that certain organisations can and do co-evolve with their environment. However, organisations need to build legitimate cases for co-evolution to occur. In addition, they need to acquire certain resources that can be used to stimulate changes within their institutional environment.

Through a corporate history archival analysis, this study presents a UK company’s evolutionary narrative. The authors contribute to the growing literature on co-evolution in management studies by presenting a detailed historical narrative and interpretation of Sainsbury’s evolution at different time periods.

What new empirical implications can emerge in the organizational adaptation domain by adopting a multi-level co-evolutionary theoretical perspective? How does the performance appraisal process affect the evolution of the organization? The purpose of this paper, positioned within the organizational evolution research field, is to untangle the complexity behind emergence, development, and extinction of business processes over time, highlighting the inner mechanisms behind the adaptation process.

The work is presented as a longitudinal, single case study of a service firm. Scholars concur in considering this approach particularly reliable when investigating the evolution of a practice (Feldman, 2000; Howard-Grenville, 2005; Lazaric and Denis, 2005). Data have been collected during 2014 through three main methods: unstructured interviews, meeting observations, and direct observation of participants.

From the analysis, it emerges that the impact of the performance appraisal routine on individual and group dynamics is the main determinant behind organizational inertia and resistance to change. In particular, the degree of managerial control exerted, the feedback scheme applied, and the group interaction mechanisms are predictors of the degree of business process exploitation or exploration within a practice.

In order to address the exploratory nature of the work, further developments may deepen the analysis investigating and comparing the findings obtained in different business contexts, highlighting important similarities or differences in various sectors. Different empirical settings might also be beneficial in further investigating the complexity of additional dimensions of routines’ evolution, especially at the group and organization level of analysis.

The insights from the case may serve as useful inputs to improve the efficiency of the service firm examined, and to identify possible mechanisms to foster knowledge production and replication within the practice.

The paper, by adopting a co-evolutionary perspective, has been conceived as a deliberate search for new empirical implications in the organizational evolution research domain at multiple levels of analysis.

The purpose of this paper is to empirically investigate relationships between engagement activities and social reporting practices in a controversial and environmentally sensitive industry. The interactions investigated were not restricted to stakeholder relationships but included other communications between different stakeholders.

This paper presents a case study approach framed within a contested political arena. Data were gathered using multiple methods including interviews with salmon farming organisations, stakeholders, rule‐enforcers, issue amplifiers and political institutions.

All arena participants used social reports in their interactions to communicate the social, environmental and economic consequences of salmon farming. Different social reporting practices appeared to be reflexively related to the competing motivations of different stakeholders. However, social reporting in Scottish salmon farming was fragmented, driven by many different factors and did not necessarily lead to a resolution of the conflicts within this arena.

Researching social reporting should consider the co‐existence and co‐evolution of different social reports, competing motivations and engagement tactics of stakeholders. This paper identifies the construction of holistic reports from multiple reports and issue amplification as two research methods to engage in social and environmental policy debates.

This paper presents empirical evidence from an under‐researched industry, which has the potential to develop the theoretical understanding of social reporting. It also introduces the arena concept as a useful tool in further social reporting research.

This paper aims to illustrate how service ecosystem governance may provide a suitable ground to pursue holistic resilience to “wicked” socio-economic and ecological problems, for enhancing “place-based” sustainable performance outcomes through an organizational, interorganizational and context setting.

This work suggests the use of “place-based” collaborative ecosystem platforms driven by a dynamic performance governance approach as a setting where facilitated performance dialogue is carried out among networked stakeholders. This fosters a holistic view of performance sustainability where intangibles, inertial, cultural and behavioral factors play a key role in policy analysis.

The paper illustrates how different research streams framing stakeholder relationships under a business, hybrid organization and public sector perspective converge toward the “service ecosystem” construct, as a common field for sustainable “place-based” value creation. This performance governance perspective frames accountability for achieving sustainable outcomes through interconnected viewpoints, i.e. (1) time (short vs long-term), (2) subject (single organization, “theme-focused” service ecosystem and “place-based” service ecosystem) and (3) field (socio-economic, cultural and ecological).

This work has an interdisciplinary track. It recommends feedback and “stock-and-flow” modeling to enhance framing counterintuitive patterns of behavior of dynamic complex socio-economic, cultural and ecological subsystems within “place-based” collaborative ecosystem platforms. Combining an inside-out with an outside-in view triggers sustainable outcome-based dynamic performance governance through an organizational, interorganizational and context setting.

This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11‐year period using a framework for classifying strategic actions developed from a broader study of strategic behaviour in the industry.

The paper utilises a longitudinal text analysis using published documentary sources to explore the strategic actions and grand strategies realised by Bioglan during 1992‐2002.

The findings develop concepts from the economics, ecology and strategy literature in order to highlight that, rather than strategy research focusing on “with whom and how do firms compete?” the emphasis should be on “with whom and how do firms co‐evolve?”

The paper only explored the realised strategies of one firm during an 11‐year period using only published documentary sources.

Previous research does not appear to have explored the evolution and co‐evolution of a firm's strategic actions prior to its death, a gap that this paper aims to help to fill.