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This chapter examines the influence of Taoism's wisdom on the realization of Sustainable Development Goals (SDGs). This chapter emphasizes the critical connection between Taoism's wisdom and the SDGs, which is rooted in the principle of living in harmony with nature. Taoism is an ancient Chinese philosophy that places great importance on living in balance with the natural world and the natural flow of life. This philosophy can offer valuable insights and guidance on how to achieve the SDGs in a sustainable and holistic manner. This chapter explores how the principles of Taoism can be applied to the SDGs. Particularly, the principle of non-action, or Wu Wei, can be used to promote sustainable development by encouraging individuals and organizations to work with nature rather than against it. Similarly, the concept of Yin and Yang can help promote balance and harmony in economic and social systems, which is crucial for achieving the SDGs. This chapter highlights the important role that Taoism's wisdom can play in realizing the SDGs. By promoting sustainable and harmonious development, Taoism can offer valuable insights and guidance on how to build a better future for all.

This paper tests the pollution haven hypothesis by examining the relationship between environmental regulation and foreign investment with consideration of the role of corporate social responsibility, which has so far been neglected. Using multinationals’ investment data from China, our results in general support the pollution haven hypothesis that less stringent environmental regulation is more attractive for multinationals to invest in China, but high social responsibility can counteract attractiveness of weak environmental regulation.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

In this chapter, the author explores the principles of responsible management education through the lens of Taoism. This chapter begins by introducing the concepts of knowledge-inquiry and wisdom-inquiry and highlights the differences between the two in the context of management education. The author emphasizes the importance of wisdom-inquiry in management education, arguing that it allows individuals to not only understand and analyze information but also to apply ethical considerations when making decisions. This chapter delves into how to synthesize knowledge and wisdom in education, highlighting the need for a balance between technical skills and ethical awareness in management education. This chapter concludes with an examination of the principles of managing talent by balancing competence and character. The author discusses how to hire for character and train for competence in human resources management and development. This approach involves focusing on developing individuals' character traits, such as integrity, compassion and empathy, in addition to their technical skills. This chapter demonstrates the value of incorporating Taoist principles into management education. When the importance of wisdom-inquiry, balancing competence and character, and developing ethical leaders is emphasized, management education can prepare individuals to navigate the complexities of the modern business landscape while promoting responsible business practices.

Meaning-centered education situates meaning at the center of teaching and learning (Kovbasyuk & Blessinger, 2013). By incorporating learning objectives from additional learning domains – namely the affective domain – meaning-centered learning should enhance students’ personal and professional identities, as they reinforce existing knowledge through the continuous conscious acquisition of knowledge across learning domains. For this study, instructors integrated the human resource development (HRD) constructs of Level 1 and Level 2 evaluations into an online doctoral strategic planning course to achieve three goals: (A) increase student engagement, (B) assess affective domain learning outcomes, and (C) practice innovative teaching to reinforce creative meaning-centered learning. Infusing an online curriculum with affective learning domain outcomes and weekly formative assessment activities allowed instructors to monitor and address affective attributes. Results suggest that the implementation of Level 1 and Level 2 evaluations as weekly formative assessments increased student engagement. Extended analysis promoted a deeper understanding of the roles that emotions and attitudes play in online learning. Affective learning outcomes were attained as these additional weekly exercises promoted meaning-centered collaboration with students while decreasing the power-related distance between learners and instructors.