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This paper seeks to provide an understanding of the relationship between the management control policy of emerging economy (EE) firms and the knowledge transfer with the acquired firm, as well as the mechanism by which specific management control policy facilitates knowledge transfer with the acquired firms.

Employing an organizational learning theory, this paper examines the knowledge transfer from acquired firms to acquiring EE firms through multiple-case study of three EE firms.

Based on organizational learning theory and the results of case studies, this paper finds that the cooperation and willingness of employees in the acquired firm and language barriers are the main factors influencing the relationship between management control policy and the parent company’s knowledge transfer process.

This study sheds light on cross-border knowledge transfer to EE firms from an organizational learning perspective and broadens the understanding of post-acquisition knowledge transfer in an emerging market context.

This study suggests that the low-level management control facilitates knowledge transfer from acquired firms. This is especially true when the parent company from the EE has limited learning experience and faces substantial language barriers between itself and its acquired firm.

This paper extends existing research by exploring how low-level control of acquired firms in developed markets facilitates knowledge transfer of EE firms after cross-border acquisition. Future research can extend this line of research by examining the knowledge transfer mechanism of EE firms through qualitative and quantitative methods.

The dynamic and evolving character of the fashion market, affected by globalisation and technology development, has resulted in complex supply chains. In order to keep costs down, fashion companies have relocated their production facilities to developing countries. At the same time, easing trade restrictions and reducing tariffs have encouraged fashion companies to offer their products all around the world. Accordingly, fashion supply chains have become geographically dispersed, with an increasing number of members, and decreasing traceability and visibility of the chains. As a consequence of that, they face uncertainties and some risks, from stock-outs, late deliveries, over-stocks, to counterfeits etc. This chapter sheds light on counterfeiting as the making of a product that so closely imitates the appearance of the product of another as to mislead consumers that the product is an original. Counterfeiting presents the biggest threat to the fashion industry due to its growing popularity among consumers who were not aware of buying fakes or knowingly bought fake fashion items. This chapter aims to examine the pros and cons of purchasing counterfeit fashion products (CFPs) by Gen Y and Z consumers, as they are more likely to purchase them. The results of the study on a sample of young Croatian consumers show that they prefer CFPs due to functional benefits of price and accessibility, and overestimated originals. The main reasons for young consumers not purchasing counterfeits are the perception of having poor quality relative compared to authentic ones as well as the ethical and legal dilemmas involved.

Multisector growth (MSG) models have a special aura that is shared with computable general equilibrium (CGE) models. Both of them, with their many sectors (industries and goods), are known as trying to convert Walrasian general equilibrium systems from an abstract economy representation into workable models with industrial structures changing as actually observed. Yet, they are plagued by severe problems. First, they are difficult subjects involving systems of nonlinear equations. Second, their prevalent numerical (algorithmic) methodology offers little in the way of showing a clear overall picture and understanding the plethora of numbers pouring out from model simulations. The great wood is not seen for all the trees. Hence, the main objective is to set out comparative static and dynamic systems for succinctly stating and explicitly solving MSG models. The Walrasian general equilibrium is completely stated by one equation and the multisector dynamics by one differential equation. Benchmark solutions are shown for three Constant Elasticity of Substitution (CES) parameter regimes of a 10-sector general equilibrium model.

The circular economy (CE) proposes that all materials flow in a close-looped system. Waste generated by one production stage may be useful in another. Thus, the idea of a CE is linked to the goal of zero waste (ZW) and promotes a range of sustainable economic, social and environmental benefits in each sector. When we apply this to construction waste management, waste can be managed through reducing, recycling, upcycling and reusing. However, there is an inevitable cost implication associated with this process due to the additional requirement of inventory and waste processing, and this becomes a disincentive to implementing the CE. Formal institutions, referring here to legal rules and regulations, play a critical role in motivating firms and individuals towards a CE. As different countries have different government rules and regulations, and there is limited research on their differences, we review Asia’s and Europe’s legal rules and regulations relevant to the goal of ZW and CE in the construction sector.

This chapter outlines the philosophic underpinnings of the self-management paradigm developed over the past three decades by China’s Haier Group, a global leader in white goods. The successful transformation of Haier from a small resource-poor firm to a dominant global giant is often attributed to the self-management culture established in the company by its legendary leader Zhang Ruimin. This management paradigm is a function of the humbleness displayed by Mr. Zhang Ruimin and rooted in his strong belief in the traditional Chinese philosophy of I-Ching and Daoism. We show how the hexagram of Qian (“qian”: humbleness, modesty) from I-Ching is linked to Mr. Zhang’s humble approach and analyze how the six parts of the hexagram of Qian are related to the six development stages of the Haier Group. These insights are used to give some thoughts to the leadership challenge associated with the creation of a dynamic and responsive global organization.