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Talent management in higher education institutes is an underexplored topic. Only a small portion of talent management publications is focussed on describing talent management in higher education institutes. In this chapter, we give an overview of the most important topics in the talent management literature in general and link it to what is known about these issues in higher education. It discusses the definition of talent and talent management, the talent management process and the multilevel outcomes of talent management, the fairness and justice issues related to talent management and the importance of embedding the analysis of talent management in its broader organizational and institutional context. In the final part of this introduction chapter, we will explain how the talent management topics are discussed in the subsequent chapters of this book.

Purpose: Twenty-first-century leaders operate in an unpredictable and complex business environment. The COVID-19 pandemic highlighted the VUCA (volatility, uncertainty, complexity, and ambiguity) nature of the business milieu and proved to be a real-life test for organisations and their leaders. It brought challenges and losses at personal, organisational, societal, national, and global levels. Nevertheless, some leaders and organisations thrived during and after the pandemic. This research assimilates leadership lessons from extant literature and real-life cases of leadership successes and failures. The authors aim to consolidate leadership strategies valuable in unpredictable, demanding, and complex times like COVID-19.

Methodology: The research relies on an extant literature review and opinions of four c-suite leaders captured through semi-structured interviews. The study uses content analysis to analyse the primary data collected.

Findings: The present research presents its results as a VUCA Leader Toolkit. It consolidates learnings from real-life case studies, extant literature, business reports, and experts’ opinions. It addresses the gap in existing research on VUCA-suited leadership strategies. The outcome of the present study is a clear, adequate, explicit, and well-defined list of VUCA-necessitated leadership strategies.

Originality/value: The research proves its utility in providing the VUCA Leader Toolkit. The outcomes carry usefulness for both present and future business leaders. The business environment today is ever-changing, complex, and uncertain. This unpredictability, uncertainty, complexity, and fuzziness would proliferate in the coming times. Hence, it is imperative to have a list of leadership strategies that may serve as a ready reckoner for leaders.

Purpose: The COVID-19 pandemic is the most severe threat we have faced since World War II. So far, there have been about 5 million recorded cases, with over 300,000 fatalities globally. The epidemic is also wreaking havoc on the corporate world. People are losing their jobs and money, and no one knows when normalcy will return. So, addressing the VUCA Leadership Strategies Model is important to get more insight into this topic.

Need for the Study: According to the International Labor Organization, the pandemic might cost 195 million jobs. Even when the immediate impacts wear off, the long-term economic impact will reverberate for years. All four volatile, unpredictable, complex, and ambiguous (VUCA) characteristics apply to the issues we confront due to the coronavirus.

Methodology: Changes caused by COVID-19 occur daily, and are unpredictable, dramatic, and quick. No one can predict precisely when the epidemic will end or when a treatment or immunisation will be available. The pandemic impacts many parts of society, including health care, business, the economy, and social life. There is no ‘best practice’ that enterprises may utilise to tackle the pandemic’s issues. The VUCA leadership strategy models will be discussed and compared in this research study.

Findings: In this moment of transition, leaders must adhere to their fundamental values, core purpose, and ambition for big, hairy, and audacious goals.

Practical Implications: In this chapter, VUCA leadership strategy models will be discussed in detail for pre- and post-pandemic scenarios and their impact on different sectors, which will be very important for researchers in the same field.

Purpose: This study examines sustainability communication’s direct and indirect effects on consumer loyalty and brand reputation. It also aims to identify sustainable practices that enhance consumer behaviour and brand reputation.

Methodology: The study used a cross-sectional survey design and collected data from 500 participants through an online survey. The survey included measures of sustainability communication, consumer loyalty, brand reputation, and demographic variables. Structural equation modelling (SEM) was used to test the hypothesised relationships between the variables.

Findings: The results of the SEM analysis suggest that sustainability communication has a direct and positive effect on consumer loyalty, which in turn positively impacts reputation. Furthermore, the study identifies specific sustainability practices, such as reducing the carbon footprint and promoting ethical sourcing, that can positively influence consumer behaviour and brand reputation.

Implications: The study underscores the significance of adept sustainability communication for fostering consumer loyalty and boosting brand reputation. Focusing on initiatives like loyalty programs and personalised offers can harness this connection. Additionally, the research identifies critical sustainable practices – carbon reduction, ethical sourcing, and renewable energy investment – that foster positive consumer behaviour and brand reputation.

Originality/value: This study provides new insights into the mechanisms by which sustainability communication can influence consumer behaviour and brand reputation. The study identifies the importance of consumer loyalty as a mediator between sustainability communication and brand reputation. It recommends companies seeking to enhance their brand reputation through sustainability practices.

This chapter investigates pandemic impact in a variety of industries, including food, travel, education and pharmaceuticals, considering elements such as isolation, emotions and social influences, which can lead to panic buying. The goal of this research is to ascertain how COVID-19 influences the buying decisions of customers. Additionally, the study aims to identify consumer consumption trends for a spectrum of products and services, including fast-moving consumer goods (FMCGs), entertainment, pharmaceuticals, travel and tourism. A comprehensive review of different research papers is done to conclude. The papers considered are from 2020 to 2022. Different keywords are used to search the relevant papers such as ‘pandemic’, ‘COVID-19’, ‘behaviour’, ‘impulsive’, etc. TCCM framework has been applied while reviewing the articles. During the isolation, consumer behaviour moved to panic buying and stockpiling, favouring organic basics, and encouraging e-commerce, as well as economic nationalism favouring made-in-India products. This study helps in knowing the reasons for change in consumers' behaviour for different products and services due to unforeseeable situations like COVID-19 and can find possible ways to deal with them. Business owners learn about changing consumer purchasing behaviours and how to modify products. The government can change policies to improve medical tourism and social protection.

In Morocco, as in many developing countries, environmental responsibility is not well integrated into corporate management at the operational, tactical, and strategic levels. While the management literature offers a rich body of knowledge on Corporate Social Responsibility (CSR) strategies and practices, less attention has been paid to exploring the complexity of environmental responsibility through the lens of corporate culture. This research aims to address this gap by examining the influence of cultural factors on the deployment of environmental responsibility using Johnson's (2000) model of corporate culture. This model identifies seven components of corporate culture: stories or myths, symbols, power structures, organizational structures, control systems, rituals and routines, and paradigms. Through a Moroccan industrial group case study, this chapter presents the successful deployment of environmental responsibility and describes how managing cultural factors facilitated this transition. This chapter also identifies the unique aspects of the group's culture that allowed redesigning the company's management systems. These insights offer valuable implications for managers and policymakers seeking to improve the environmental performance of large enterprises in developing countries.

Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic in the business environment and organisation’s settings. In such an environment, it is pertinent for entrepreneurs to exhibit creativity, innovative service behaviour, and performance.

Purpose: The study investigates whether creativity, innovative service behaviour, and performance of entrepreneurs are fostered through employee engagement practices in a highly volatile, uncertain, complex, and ambiguous environment.

Methodology: The methodology involves a systematic review and meta-synthesis. By identifying the major topics, a systematic literature review helped critically analyse and synthesise the literature.

Findings: According to the study, corporate entrepreneurial factors like (management reinforcement, reward/reinforcement, job autonomy/discretion, time attainability, and organisational boundaries) entrepreneurial potential, entrepreneurial orientation, human capital, self-efficacy beliefs lead to employee engagement, which, in turn, fosters creativity, innovative service behaviour, and performance among entrepreneurs in the VUCA world.

Introduction: In today’s world of increasing competition, diminishing product differentiation, higher customer expectations, easy product replacements and lowering brand loyalty, organisations are evolving new marketing strategies for economic, societal and sustainability. Cause-related marketing (hereafter referred to as CRM), a strategic sustainable philanthropic practice, is the upcoming form of CSR. CRM plays an instrumental role in achieving self-brand connection and brand loyalty.

Purpose: To explore, integrate and interconnect concepts of CRM and self-brand connection to get more insights into the imperative role of CRM strategy in developing self-brand connections that can lead to brand loyalty in the most sustainable way. For this, CRM and self-brand connection, as proposed by societal marketing and branding literature, were explored. This chapter is a propositional inventory where the researcher has explored the antecedents of CRM strategy and its role in developing brand loyalty through self-brand connection.

Methodology: This chapter is centred upon the existing literature on sustainability, CRM and branding to understand better the relationships between dimensions and consequences of CRM and its interlinkage with brand loyalty.

Findings: The literature recommends that selected dimensions: Cause-brand fit, product type, altruistic motivation and brand credibility determine the effectiveness of CRM strategy. It also establishes the profound impact of attitude towards brand, brand perception and brand distinctiveness on self-brand connection. A theoretical framework based on the existing literature represents an amalgamated groundwork for developing effective, sustainable CRM strategies in conjunction with the self-brand connection. The proposed framework is distinct as no study conjoins the abovementioned concepts and aims to comprehend whether this integration is brand loyalty.

This chapter aims to examine the impact of whistleblowing policy (WH) on earnings management (EM) in an emerging market, Egypt. Our sample period from 2014 to 2019: the pre-whistleblowing policy period is 2014–2016 and the post-whistleblowing policy period is 2017–2019 with a total of 780 observations and the data are analyzed using ordinary least squares (OLS) regression analysis. Data are collected from annual reports, corporate governance reports, and companies’ website. The empirical analysis shows that whistleblowing policy coefficient is negative and significantly impacts EM in Egyptian firms. The result shows that when the firm adopts a whistleblowing policy, it led to decrease in EM. In addition, we provide strong and robust evidence by the difference-in-difference (DID) method to show that whistleblowing is significantly negatively associated with the extent of EM, which indicates that firms have an effective whistleblowing policy and can have several benefits. Firstly, it can help to identify and prevent illegal or unethical behavior within an organization, which can ultimately save the company from potential legal and reputational damage. Secondly, a whistleblowing policy can empower employees to speak up about any concerns they have, without fear of retaliation, which can help to create a more transparent and ethical work environment. Overall, an effective whistleblowing policy can contribute to the long-term success of a company and the broader economy. The findings of this chapter are relevant to policymakers, governments, management, employees, and shareholders to constraining EM in Egyptian firms.

Values have long guided special education services and supports for students with extensive support needs; over the past four decades, those values have been backed by research evidence demonstrating the critical nature of values related to inclusive education, self-determination, and seeking strengths and assets. In this chapter, we investigate these values and their supporting research, documenting strengths and needs in extant research. We emphasize the need to continue to embrace and maintain these values while pursuing research that addresses research gaps while centering the priorities, perspectives, and preferences of people with extensive support needs.